As stereotypes stick and prejudice deepens, we don’t just identify with our own group; we disidentify with our adversaries,8 coming to define who we are by what we’re not.

When conflict is cliché,1 complexity is breaking news.

Amanda Ripley describes it, the gun control article “read less like a lawyer’s opening statement and more like an anthropologist’s field notes.”

Ultimately, education is more than the information we accumulate in our heads. It’s the habits we develop as we keep revising our drafts and the skills we build to keep learning.

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often mis

plateau in your role or your workplace, and is it time to consider a pivot?

Great thinkers don’t harbor doubts because they’re impostors. They maintain doubts because they know we’re all partially blind and they’re committed to improving their sight.

The notion of a spirited debate captures something important about how and why good fights happen. If you watch Brad argue with his colleagues—or the pirates fight with one another—you can quickly see that the tension is intellectual, not emotional. The tone is vigorous and feisty rather than combative or aggressive. They don’t disagree just for th

It starts with modeling the values we want to promote, identifying and praising others who exemplify them, and building a coalition of colleagues who are committed to making the change.