“Any time in life you’re tempted to think, ‘Should I do this OR that?’ instead, ask yourself, ‘Is there a way I… — 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
“Transitions should be marked, milestones commemorated, and pits filled. That’s the essence of thinking in moments.” — Chip Heath Copy Share Image
“There’s nine times more to gain by elevating positive customers than by eliminating negative ones.” — 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
“Roy Baumeister draws an analogy to driving—in our cars, we may spend 95% of our time going straight, but it’s the turns… — Chip Heath Copy Share Image
“First, there’s what we called the emotional side. It’s the part of you that is instinctive, that feels pain and pleasure. Second,… — Chip Heath Copy Share Image
“Any time in life you’re tempted to think, ‘Should I do this OR that?’ instead, ask yourself, ‘Is there a way I… — Chip Heath Copy Share Image
“One solution to this is to bundle our decisions with “tripwires,” signals that would snap us awake at exactly the right moment,… — Chip Heath Copy Share Image
“What was your first day like at your current (or most recent) job? Is it fair to say that it was not… — 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
