adding page this day:
Once you have an idea, how do you communicate it? bit.ly/2o6EtqZ @AdamMGrant #AspenIdeas
Originals: How Nonconformists Move the World – 1 hr video from 2016
22 min – bridgewater.. trying to create a culture of radical transparency and idea meritocracy (vs solutions based – where people afraid to speak up).. means.. no one has right to be critical without speaking up about it.. and instead of decisions based on democracy where everyone has one vote or hierarchy where people in leadership roles dictate everything.. they actually want a *meritocracy where the best ideas win
merit – who decides.. and why does anyone have to win..
24 min – create a culture where voice is a necessity.. and how you get evaluated..
? who’s going to speak up if evaluated..?
not speaking outside .. company ness.. how is that nonconformist..?
26 min – much more original thinking when on offense..
27 min – those right people are not always who you think they are.. ie: common goals drive people apart
29 min – have to be thoughtful about who you go to when you have ideas..?
why not just not go somewhere.. ie: hlb
30 min – my solution is simple.. if you have an idea.. you want to go to a giver rather than a taker.. the givers will try to make your idea better.. the takers will either steal it.. or try to make sure it doesn’t threaten their success.. the challenge is figuring out who is a giver and who is a taker.. and this is where we often end up making mistakes
why not just talk to self about it.. w/in mech that can dance with others to find your tribe.. or whatever you’re looking for..
31 min – a personality trait that throws us off: agreeableness.. i always assumed that agreeable people were givers and disagreeable people were takers.. when in fact.. the correlation between those traits was zero.. because agreeable ness is your outer veneer.. how pleasant is it to interact with you.. whereas giving/taking.. those are your inner motives.. so if really want to *judge people accurately.. gotta draw the 2×2 (agreeable/dis.. and giver/taker) – shows disagreeable givers (most undervalued in our lives – rep unpopular minority views) and agreeable takers
33 min – agreeable givers.. agreeable people hate conflict.. disagreeable givers will tear it apart in the service of making it better
34 min – agreeable taker – faker – deadly one
36 min – how can i stay on one thing.. when always adapting to please other people..
why we’ve got to quit – judging.. meritocracy ing.. pitching.. et al
we have the means today for a nother way.. beyond all that..
embrace our idio jargon.. quit wasting energy on impressing others
47 min – i have a simple goal: i want to create a world with more originals.. way to do that.. bring in more givers and weed out the takers..
listen deeper.. to all the voices.. today we have means to facil that chaos..
Author: GIVE AND TAKE, ORIGINALS, OPTION B.
@Wharton professor. @NYTopinion writer: work & psychology. Diver. Arguing like I’m right, listening like I’m wrong
listening like I’m wrong
Adam M. Grant (born August 13, 1981) is an American author and a professor at the Wharton School of the University of Pennsylvania. He grew up in the suburbs of Detroit, Michigan. Grant has been recognized as both the youngest tenured and highest rated professor at the Wharton School.
Grant has been Wharton’s top-rated professor for five straight years. He has been recognized as one of the world’s 25 most influential management thinkers and the world’s 40 best business professors under 40. He earned his Ph.D. in organizational psychology from the University of Michigan, completing it in less than three years, and his B.A. from Harvard University, magna cum laude and Phi Beta Kappa.
Grant is the author of two New York Times bestselling books translated into 35 languages. Originals explores how individuals champion new ideas and leaders fight groupthink; it is a #1 national bestseller and one of Amazon’s best books of February 2016. Give and Take examines why helping others drives our success, and was named one of the best books of 2013 by Amazon, Apple, the Financial Times, and The Wall Street Journal—as well as one of Oprah’s riveting reads and Harvard Business Review’s ideas that shaped management.
Grant delivered a 2016 TED talk on the surprising habits of original thinkers and was voted the audience’s favorite speaker at The Nantucket Project on the success of givers and takers. His New York Times articles on Raising a moral child and How to raise a creative child have each been shared over 300,000 times on social media.
He has earned awards for distinguished scholarly achievement from the Academy of Management, the American Psychological Association, and the National Science Foundation. He has more than 60 publications in leading management and psychology journals, and his pioneering studies have increased performance and reduced burnout among engineers and sales professionals, enhanced call center productivity, and motivated safety behaviors among doctors, nurses and lifeguards.
Adam Grant (@AdamMGrant) tweeted at 12:08 PM – 24 Nov 2018 :
You can trust your gut when (1) you’re in a predictable environment, with (2) regular practice and (3) immediate feedback on your judgment.
If those conditions aren’t met, don’t trust your intuition. Test your intuition with data.
#SaturdayMotivation: https://t.co/hhNJt2WCjw (http://twitter.com/AdamMGrant/status/1066408308653854720?s=17)
that’s not intuition.. that’s school math
Can intuition play a role in investing? According to Daniel Kahneman, a Nobel Memorial Prize-winning behavioral economist, no.
“Intuition is defined as knowing without knowing how you know,” he explained. “That’s the wrong definition. Because by that definition, you cannot have the wrong intuition.
intuition: the ability to understand something immediately, without the need for conscious reasoning..a thing that one knows or considers likely from instinctive feeling rather than conscious reasoning
According to Kahneman, a better definition — or a more precise one — would be that “intuition is thinking that you know without knowing why you do.” By this definition, the intuition could be right or it could be wrong, he added.
intuition can often be wrong. To show an example of this, Kahneman had the crowd guess the GPA of a college senior he called Julie. He told the crowd one fact about Julie — that she read fluently at a young age — and then asked them to judge how good of a student she had been.
ie of gpa..investments… et al : – not natural.. intuition only works w natural
1\ has to be some regularity in the world that someone can pick up and learn.
living things not predcitable
“So, chess players certainly have it. Married people certainly have it,” Kahnemen explained.
However, he added, people who pick stocks in the stock market do not have it.
“Because, the stock market is not sufficiently regular to support developing that kind of expert intuition,” he explained.
2\ “a lot of practice,” according to Kahneman.
3\ immediate feedback. Kahneman said that “you have to know almost immediately whether you got it right or got it wrong.”
“But unless those three conditions are satisfied, the mere fact that you have an idea and nothing else comes to mind and you feel a great deal of confidence — absolutely does not guarantee accuracy,” he added.
‘accuracy’ is not the point of intuition