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Decisions are at the heart of leader success, and at times there are critical moments when they can be difficult, perplexing, and nerve-racking. However, the boldest decisions are the safest. This source provides useful and practical guidance for making efficient and effective decisions in both public and private life. Nothing succeeds a success better than another sweet success.

To search the site , try E dit | F ind in page [Ctrl + f]. Enter a word or phrase in the dialogue box, e.g. " decision" or " value" If the first appearance of the word/phrase is not what you are looking for, try F ind Next .

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Introduction and Summary

Enlightenment is man's emergence from his self-imposed immaturity. Immaturity is the inability to use one's understanding without guidance from another. This immaturity is self-imposed when its cause lies not in the lack of understanding, but in the lack of resolve and courage to use it without guidance from another. Have courage to use your own understanding! Enlightenment means taking full responsibility for your life.

Declaration of Independence in American Revolution contains the beauty and cogency of the preamble, reaching back to remotest antiquity and forward so an indefinite future, have lifted the hearts of millions of men and will continue to do. These words are more explosive and revolutionary than anything written ever those are a continual inspiration to the entire oppressed individuals around the world.

The total effect of the culture and industry is one of anti-enlightenment that is the progressive technical domination of nature, becomes mass deception and is turned into a means for fettering consciousness. It impedes the development of autonomous, independent individuals who judge and decide consciously for themselves .

You are free to decide within certain limits: A free person is the one who know and recognizes his/her feasible region e.g., set by his/her society. The slave is not aware of such limits. A free person is wise to recognize what is under his/her control and what is not, and has the ability to accept the first and extend the second one. You may have heard that "If there is a will, then there must be a way". In fact the advice should be in the opposite order, i.e. "If there is a way, then there might be a will". It is right because the feasible region might be empty, and one might ignores one or some constraints, and then being in a big trouble, e.g., willing beyond ones' ability.

The unrealistic expectations of freedom and rights to make your own decisions will destroy a person unless it is recognized that these ideals are privileges and not necessities and therefore they are accompanied by responsibilities.

The trick is that when there is uncertainty about the quality of a product or service, firms do not have to rely on differentiation in order to obtain a competitive advantage. Whether you’re a law firm or a hairdresser, people will find it difficult – at least beforehand – to assess how good you really are. But customers, nonetheless, have to pick one. McKinsey, of course, offers the most uncertain product of all: Strategy advice. When you hire them – or any other consulting firm – you cannot foretell the quality of what they are going to do and deliver. In fact, even when you have the advice in your hands (in the form of a report or, more likely, a powerpoint “deck”), you can still not quite assess its quality. Worse, even years after you might have implemented it, you cannot really say if it was any good, because lots of factors influence firm performance, and whether the advice helped or hampered will forever remain opaque.

Research in Organizational Sociology shows that when there is such uncertainty, buyers rely on other signals to decide whether to purchase, such as the seller’s status, its social network ties, and prior relationships. And that is what McKinsey does so well. They carefully foster their status by claiming to always hire the brightest people and work for the best companies. They also actively nurture their immense network by making sure former employees become “alumni” who then not infrequently end up hiring McKinsey. And they make sure to carefully manage their existing client relationships, so that no less than 85 percent of their business now comes from existing customers.

Status, social networks, and prior relationships are the forgotten drivers of firm performance. Underestimate them at your peril. How you manage them should be as much part of your strategizing as analyses of differentiation, value propositions, and customer segments.

Freek Vermeulen is an associate professor of strategy and entrepreneurship at London Business School and the author of (Harvard Business Review Press, 2017). Twitter: @Freek_Vermeulen.

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Isn't high status a differentiator in itself ? So by my understanding, the article is about what are the most effective differentiators to create when you want to sell a 'difficult to evaluate ' product , isn't it ? Had the guys at Mckinsey not been focused on creating a differentiation, they wouldn't have hired the most clever ppl in the first place.

I usually recommend doing at least three rounds of the question burst exercise for a given issue. Although it’s valuable as a one-off activity, the more you do it, the deeper you’ll go in your thinking. After the leader of a development team at a global software company did the exercise repeatedly, she came to the realization that her original conception of a problem was “superficial.” Through persistent questioning, she told me, she “arrived at a much more meaningful challenge to conquer.”

Questioning is an innate behavior that’s actively subverted and shut down.

Even with three rounds, the time investment is minimal. It’s an efficient path to fresh perspectives and creativity. The process will also get easier the more you do it. When people crank up their questioning activity for the first time with this approach, it feels strange because it’s out of line with established norms at work and in life. Since childhood, they’ve been conditioned not to ask questions.

James T. Dillon, an education professor emeritus at the University of California, Riverside, spent a career Limited New Manchester Mens Sawyer White Skinny Jeans New Look Free Shipping Classic Clearance Store Cheap Price KAslR6
in classrooms. He was shocked by how rarely students asked questions—which are critical to learning. The problem wasn’t a lack of curiosity. “Every time that conditions have been provided for them (not by a mere pause, ‘Any questions? No? OK, open your books’), a flood of intriguing student questions has poured forth,” Dillon writes. When he surveyed other teachers about this, they almost universally agreed that “students indeed have questions but do not go on to ask them in class.” Why not? They’re afraid to do so, Dillon says, “largely because of their experience with negative reactions from the teacher (and from classmates).” They learn to keep their questions to themselves and to repeat back well-rehearsed answers when quizzed by their teachers, according to Tony Wagner, a senior fellow at the Learning Policy Institute. Other researchers—looking at arenas of human TOPWEAR Sweatshirts être cécile Discount High Quality Outlet Free Shipping FJ0l7DlY
such as community forums, medical consultations, political institutions, and workplaces—have consistently come to the same conclusion: Questioning is an innate human behavior that’s actively subverted and systematically shut down.

And power struggles don’t help matters. In social groups, dominant individuals inevitably emerge; left unchecked, they find ways to build and perpetuate their power. One common way to do this is to silence questioners—those pesky curious minds whose queries might suggest that the leader hasn’t quite figured it all out.

Of course, many business leaders, recognizing the imperative for constant innovation, do try to encourage questions. But their employees have already internalized the habit of not asking them—especially the tough ones. We need to change this habit. That’s what my MIT colleague Robert Langer, the health care technology innovator who has been called the Floralprint Silktwill Midi Dress Black CALVIN KLEIN 205W39NYC Orange 100% Original jYaaPn3U
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he said: “When you’re a student, you’re judged by how well you answer questions. Somebody else asks the questions, and if you give good answers, you’ll get a good grade. But in life, you’re judged by how good your questions are.” As he mentors people, he explicitly focuses their attention on making this all-important transition, knowing “they’ll become great professors, great entrepreneurs—great something—if they ask good questions.”


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