Success emerges from the quality of the decisions we make and the quantity of luck we receive. We can't control luck. But… — Chip Heath Copy Share Image
“What if we started every decision by asking some simple questions: What are we giving up by making this choice? What else… — Chip Heath Copy Share Image
“the fourth villain of decision making is overconfidence. People think they know more than they do about how the future will unfold.” — Chip Heath Copy Share Image
“Without clear priorities to draw on, the decision will be made idiosyncratically, depending on the employee’s mood at the moment.” — Chip Heath Copy Share Image
“LET’S SUM UP WHERE we are. If you think about a normal decision process, it usually proceeds in four steps: • You… — Chip Heath Copy Share Image
“When the researchers compared whether process or analysis was more important in producing good decisions—those that increased revenues, profits, and market share—they… — Chip Heath Copy Share Image
“A 1993 study by Nutt, which analyzed 168 decisions in this laborious way, came to a stunning conclusion: Of the teams he… — Chip Heath Copy Share Image
“This brings us to the third villain of decision making: short-term emotion. When we’ve got a difficult decision to make, our feelings… — Chip Heath Copy Share Image
“In his memoir White House Years, he discusses a classic bureaucratic trick that was played on President Richard Nixon, who was considering… — Chip Heath Copy Share Image
“CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously. • The naming firm Lexicon widens its options… — Chip Heath Copy Share Image
“It seems some CEOs who pay extremely large acquisition premiums … come to believe their own press.” — Chip Heath Copy Share
“Regrets of the Dying.” She shared the five most common regrets of the people she had come to know: 1. I wish I’d had the… — Chip Heath Copy Share
“Peter Bregman, a productivity guru and blogger for the Harvard Business Review, recommends a simple trick for dodging this fate. He advises us to… — Chip Heath Copy Share
When people know the desired destination, they’re free to improvise, as needed, in arriving there. — Chip Heath Copy Share
“Research tells us that brainstorming becomes more productive when it’s focused. As jazz great Charles Mingus famously said, “You can’t improvise on nothing, man;… — Chip Heath Copy Share
“To make good decisions, CEOs need the courage to seek out disagreement. Alfred Sloan, the longtime CEO and chairman of General Motors, once interrupted… — Chip Heath Copy Share
“One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified one good… — Chip Heath Copy Share
“Seeking a compelling example of the company’s poor purchasing habits, Stegner assigned a summer student intern to investigate a single item—work gloves, which workers… — Chip Heath Copy Share
“Unexpected ideas are more likely to stick because surprise makes us pay attention and think.” — Chip Heath Copy Share
“As recounted in his book It’s Your Ship, one of Captain Abrashoff’s first moves was to interview every one of the 310 crew members… — Chip Heath Copy Share
“Journalists obsess about their leads. Don Wycliff, a winner of prizes for editorial writing, says, “I’ve always been a believer that if I’ve got… — Chip Heath Copy Share
“What you don’t need to do is anticipate every turn in the road between today and the destination. It’s not that plotting the whole… — Chip Heath Copy Share
