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When we make a mistake, we attribute it to circumstances that pushed us into doing it. But when others make a mistake, we tend to see it as a character flaw, as something that flowed from their imperfect personality. This is known as the attribution bias. You must work against this. With an empathic attitude, you consider first the circumstances that might have made a person do what they did, giving them the same benefit of the doubt as you give yourself.
The Laws of Human Nature
Robert Greene
The idea behind MBO is extremely simple: If you don’t know where you’re going, you will not get there. Or, as an old Indian saying puts it, “If you don’t know where you’re going, any road will get you there.” A successful MBO system needs only to answer two questions: 1. Where do I want to go? (The answer provides the objective.) 2. How will I pace myself to see if I am getting there? (The answer gives us milestones, or key results.)
High Output Management
Andrew S. Grove
Experts can only propose; elected leaders dispose. In fact, policymaking experts and elected leaders are almost never the same group, and it cannot be otherwise: there are simply not enough hours in the day for a legislator, even in a city council or a small US state (and much less for a president) to master all of the issues modern policymaking requires. This is why policymakers engage experts—the knowers—to advise them.
The Death of Expertise
Tom Nichols
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