The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 14 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Encouraging managers to seek feedback fails to create lasting psychological safety
“We found that when we went and encouraged managers to go and ask for feedback, it didn't have a lasting effect on psychological safety.”
One session of manager self-criticism boosts team psychological safety for a year
“When we randomly assign managers to kind of criticize themselves as opposed to asking for criticism, just inviting them to do that once increased psychological safety in their teams for at least a year.”
Grant: Second and third movers are seven times less likely to fail
“If you look at the entrepreneurship realm, for example, or companies launching new products on average the sort of the settlers as opposed to the pioneers, the second and third movers are about seven times less likely to fail than the first movers.”
Grant: Givers are overrepresented at the best and worst performance extremes
“And, you know, I finally, as I took a closer look at the data, I found that, you know, for salespeople, for engineers and even medical professionals the givers were overrepresented on both extremes of the success spectrum. They made up a disproportionate numbe…”
Grant: Helping others equals core task performance in average evaluations
“We know, for example, that if you look at the meta-analyses that Podzikoff and colleagues have published, that the amount of time you spend helping others is as critical to your job performance as how well you do your actual tasks. They carry about equal weigh…”
Grant: Group belonging provides a psychological terror management function
“One of the most robust findings in psychology over the past three decades is that belonging to a unique group actually serves a terror management function. That it helps you avoid threats to your own mortality or at least it makes you worry less about what mig…”
Holistic single-interviewer evaluations trigger confirmation bias and desirability bias
“We know that it's better to go up to three or four empirically. In too many cases also it's each interviewer's job to make an overall assessment of the candidate, which makes it too easy to decide you like someone, and then confirmation bias and desirability b…”
Grant: Giver performance extremes are driven by strategy, not cognitive ability
“And you know, there is a piece of the story that's explained by ability, but even after controlling for cognitive ability tests for various kinds of skill metrics the, you know, sort of the polarization of giver performance held up and it turned out to be much…”
Grant: Helping others only improves personal productivity with good time management
“So we know, for example, there's some neat research by Rapp and colleagues, which basically shows that if you spend a lot of time helping other people if you have poor time management skills, that's really bad for your performance or your productivity. But if …”
Grant: Highly creative high schoolers grow up with half a household rule
“If you look at highly creative high schoolers, for example,
On average they had about half a rule in their household, whereas they're sort of, I don't know how that works, but averages are misleading in many ways.
Not just this one.
There you go.
but you know…”
Grant: Kids believe parents prioritize achievement despite parents preaching kindness
“In the data you know, parents say that,
The concern for others is their most important value, but kids think that achievement is their most important value.”
Expert negotiators focus far more time on finding common ground
“And the experts they spent far more time planning for and then talking about common ground was the first takeaway.”
Expert negotiators ask significantly more genuine questions than average negotiators
“Then a second difference that, that jumped out pretty clearly is the experts asked a lot more questions than the average negotiators. And they weren't leading questions. They were questions motivated by genuine curiosity.”