Elina

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Kate   Murphy
“Take first introductions. We often miss what people are saying—including their names—because we are distracted sizing them up, thinking about how we are coming across and what we are going to say. Not so when you meet a dog, which is why you can more easily remember a dog’s name than its owner’s. But if you marshal your mental resources so you fully listen to someone’s opening gambit and nonverbal presentation, it’s enormously interesting and can quickly clue you in to that person’s insecurities and values. And you will be more likely to remember names.”
Kate Murphy, You're Not Listening: What You're Missing and Why It Matters

Alan Jacobs
“T. S. Eliot wrote almost a century ago about a phenomenon that he believed to be the product of the nineteenth century: “When there is so much to be known, when there are so many fields of knowledge in which the same words are used with different meanings, when everyone knows a little about a great many things, it becomes increasingly difficult for anyone to know whether he knows what he is talking about or not.”
Alan Jacobs, How to Think: A Survival Guide for a World at Odds

Alan Jacobs
“all of us at various times in our lives believe true things for poor reasons, and false things for good reasons, and that whatever we think we know, whether we’re right or wrong, arises from our interactions with other human beings. Thinking independently, solitarily, “for ourselves,” is not an option.”
Alan Jacobs, How to Think: A Survival Guide for a World at Odds

Kate   Murphy
“The most valuable lesson I’ve learned as a journalist is that everybody is interesting if you ask the right questions. If someone is dull or uninteresting, it’s on you.”
Kate Murphy, You're Not Listening: What You're Missing and Why It Matters

Colin Bryar
“The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.”
Colin Bryar, Working Backwards: Insights, Stories, and Secrets from Inside Amazon

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