The Myth of the Garage
Format: PDF / Kindle (mobi) / ePub
From Chip and Dan Heath, the bestselling authors of Switch and Made to Stick, comes The Myth of the Garage ... and other minor surprises, a collection of the authors' best columns for Fast Company magazine. There are 16 pieces in all, plus a previously unpublished piece entitled 'The Future Fails Again'.
In Myth, the Heath brothers tackle some of the most (and least) important issues in the modern business world:
- Why you should never buy another mutual fund ('The Horror of Mutual Funds')
- Why your gut may be more ethical than your brain ('In Defense of Feelings')
- How to communicate with numbers in a way that changes decisions ('The Gripping Statistic')
- Why the 'Next Big Thing' often isn't ('The Future Fails Again')
- Why you may someday pay $300 for a pair of socks ('The Inevitability of $300 Socks')
- And 12 others . . .
Punchy, entertaining, and full of unexpected insights, the collection is the perfect companion for a short flight (or a long meeting).
training to master, and even people with CPR certification often freeze when a real person collapses, afraid they’ll screw up: How many times do I pump before doing a breath? The study suggested that all you need to do is call 911, then push hard and fast on the person’s chest until the ambulance arrives. That’s it. You’ve saved a life without getting your lips involved. Freeze here. The American Heart Association (AHA) had a brilliant innovation on its hands that could help a lot of people. But
money we’re saving by being safe, they’re fired,” he told his team. Safety wasn’t a priority; it was a precondition. He told people, “From now on, don’t budget for safety.” O’Neill’s resolve paid off. Alcoa became one of the safest companies in the world, despite the aluminum industry’s inherent risks. Guts aren’t perfect. For instance, we tend to feel so much empathy for individuals that it can doom our efforts to be impartial and consistent. But in the business world, we’ve tipped too far
The paradox is that while specificity narrows the number of paths that the improv could take, it makes it easier for the other actors to come up with the next riff. Starbucks founder Howard Schultz famously fell in love with the concept of the “third place,” a term coined by sociologist Ray Oldenburg to describe meeting places other than home or the office. The third place, the focus of Oldenburg’s book The Great Good Place, is an outside-the-box kind of term. It says “Think about something
values quick results—this quarter’s numbers, this week’s weight loss, this month’s click-throughs—grit can be an underappreciated secret weapon. Consider the difference grit makes even in a naturally gritty place: West Point. To be admitted, cadets must have impressive marks on multiple dimensions such as SAT scores, class rank, leadership ability, and physical aptitude. They’ve been tested as leaders. Yet during the first summer of training, a grueling period known as Beast Barracks, 1 out of
redesign the company’s ethics-and-compliance training program. If simply reading the phrase “compliance training” sapped a little of your will to live, perhaps you can empathize with Berland. Most companies—including yours, probably—have an ethics program, and often the “program” looks uncannily like a three-ring binder. It may be sitting on your bookshelf right now, between What Color Is Your Parachute? and the 2003 Metro Area phone book. It’s filled with cold, knuckle-rapping prose, just like