Sublime

This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati

A quixotic intellectual troubadour, he has prosecuted a series of discrete visions united only by a potent sense of curiosity and a provocative optimism.

The sociologist George Herbert Meade called this “the interiorized other.” That is to say, we have a kind of interior picture, a vague sense of who we are, and of what the reaction of other people to us says about who we are. That reaction is almost invariably communicated to us through what other people say and think, but soon we learn to maintain

"I am a legend," he told a group of foreign investors at a dinner speech in March 2001 shortly before his appointment to head the Economy Ministry. The power of his intellect, his incorruptibility, and the sincerity of his desire for his country's well-being were undeniable; the only question was whether he had a sense of proportion about

JEFF BEZOS Founder and CEO, Amazon; Owner, the Washington Post

RULER curriculum, in when he teaches people a set of emotional skills: how to Recognize, Understand, Label, Express, and Regulate their emotions.

What Murdoch took from this “admirable Platonist” was the conviction that seeing well is tantamount to doing well. Discerning the Good—the way the world truly is—whittles down our range of choices to just one.

The notion of understanding yourself as a system challenges the idea that we each have one “self.”