Think Again: The Power of Knowing What You Don't Know

people who lack power or status: Elizabeth W. Morrison, “Employee Voice Behavior: Integration and Directions for Future Research,” Academy of Management Annals 5 (2011): 373– 412; Charlan Jeanne Nemeth, In Defense of Troublemakers: The Power of Dissent in Life and Business (New

Her simple denial overlooks the complex reality that racism is a function of our actions, not merely our intentions.

Mastering a craft, in his experience, is about constantly revising our thinking.

Scientific thinking favors humility over pride, doubt over certainty, curiosity over closure.

grit. Grit is the combination of passion and perseverance,

By considering the strongest version of an opponent’s perspective and limiting our responses to our few best steps, we have a better chance of finding a rhythm.

You’re expected to doubt what you know, be curious about what you don’t know, and update your views based on new data.

We should be persuaded by the substance of an argument, not the shiny package in which it’s wrapped.

I’ve watched too many leaders shield themselves from task conflict. As they gain power, they tune out boat-rockers and listen to bootlickers. They become politicians, surrounding themselves with agreeable yesmen and becoming more susceptible to seduction by sycophants. Research reveals that when their firms perform poorly, CEOs who indulge flattery