Sublime

“psychological safety.”9 Edmondson studies teams and has shown that when a group believes they can speak up, ask for help, admit mistakes, propose ideas, take blame, confess uncertainty, and disclose inability, they learn more and perform better.

publicity principle.16 In its simplest form, the publicity principle suggests that no choice architect in the public or private sector should adopt a policy that she would not be able or willing to defend publicly.

organizational scholar Debra Meyerson on “tempered radicals.” Tempered radicals are insiders in organizations who do not present as rebels and are often successful in their jobs. They are catalysts for change by challenging the status quo in small, cautious ways.

Stereotypes matter because even so-called positive stereotypes limit us by falsely altering behavior.

“woke”

likely to be given bad or self-interested advice by people serving in roles that appear to be helpful and purely advisory.

When negotiating, “Think personally, act communally.”

The figure of the feminist killjoy teaches us how the minimization of harm and the inflation of power often work together.

employees have trouble committing to a decision when they perceive the process as unfair.