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Einstein was deliberate in choosing which questions to tackle: In one of his more well-traveled quotes—which he may or may not have actually said—he reckoned that if he had an hour to solve a problem and his life depended on it, he’d spend the first fifty-five minutes making sure he was answering the right question. With so much evidence in its favor and with everyone from Einstein to Jobs in its corner, why, then, is questioning underappreciated in business, undertaught in schools, and underutilized in our everyday lives?
A More Beautiful Question
Warren Berger
The one thing an MBO system should provide par excellence is focus. This can only happen if we keep the number of objectives small. In practice, this is rare, and here, as elsewhere, we fall victim to our inability to say “no”—in this case, to too many objectives. We must realize—and act on the realization—that if we try to focus on everything, we focus on nothing. A few extremely well-chosen objectives impart a clear message about what we say “yes” to and what we say “no” to—which is what we must have if an MBO system is to work.
High Output Management
Andrew S. Grove
Bernays didn’t focus on how to sell more cigarettes to women within the existing social structure. Sales would have undoubtedly been a lot more limited. Instead he thought about what the world would look like if women smoked often and anywhere, and then set about trying to make that world a reality. Once he did that, selling cigarettes to women was comparatively easy.
The Great Mental Models
Shane Parrish, Rhiannon Beaubien
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