Influence of Authority
The deep human tendency to comply with authority figures—even when compliance conflicts with personal judgment, ethics, or evidence
People, books, and breakthrough ideas—connected to the mental models and moves you can use.
3,456 entries
The deep human tendency to comply with authority figures—even when compliance conflicts with personal judgment, ethics, or evidence
The comprehensive model of how stress affects cognitive function, decision quality, and behavior across a spectrum from optimal arousal to complete breakdown
Most organizational work requires persuading people over whom you have no formal power—peers, other departments, senior leaders outside your chain of command, external partners
The metacognitive practice of deliberately applying persuasion and influence techniques TO YOURSELF—using the same psychological principles that influence others to change your own behavior, beliefs, and emotional states
Munger's term for the unconscious influence of associations on judgment—liking or disliking something based on what it's ASSOCIATED WITH rather than its intrinsic qualities
Information asymmetry occurs when parties have different relevant information about a decision, transaction, or action
The communication failure pattern where one party deliberately leverages an information advantage to manipulate the other party's decisions
The tendency to seek additional information even when it cannot affect the decision—gathering data for comfort rather than for decision quality
The information diet framework (Clay Johnson) applies nutritional principles to information consumption: the information economy produces cheap, attention-grabbing content causing 'information obesity'—simultaneously ove…
The counterintuitive failure where more information produces worse decisions rather than better ones
A standing channel that feeds you what other people cannot see: which openings exist before they post, what a role actually pays, who is quietly hiring. You invest in the pipe itself, not in one answer it delivers.
Modern informed consent has evolved far beyond 'sign this form before surgery.' Practitioners now understand it as an ongoing process of shared decision-making between clinician and patient
These are the rules you're obeying that nobody in your current situation ever set: leftovers from an old coach, a former job, a program you copied, or advice you absorbed years ago. List them separately so you can ask whether they still apply to you now.
Layered approach to risk reduction, ordered by effectiveness: (1) Load management—most powerful, as most injuries result from training load errors
Organizations develop immune-system-like responses that automatically attack and neutralize new ideas, regardless of their merit
Clayton Christensen's finding that successful companies fail not despite doing everything right, but because of it
Dyer, Gregersen, and Christensen identify associating, questioning, observing, networking, and experimenting as discovery skills in their research and practitioner framework
Instruction structured around questions and investigation rather than content delivery
Break a long run of steps by adding a stopping point partway through where you test what you have or decide whether to keep going. You add steps rather than reorder them, so errors surface while they are still cheap to fix.
Write down the limits the goal must respect: lines you will not cross, methods that are off the table, minimums that must hold, ceilings and budgets you cannot exceed, and harms to other people the pursuit might cause.
Insider trading includes lawful transactions by corporate insiders as well as conduct prohibited under applicable securities laws
Set a hard maximum on the resource being overdrawn and decide in advance where spare capacity goes.
Pull out the individual, actual cases and set them apart from the general category they belong to. A single case carries details that don't hold for the whole class, so treating one as the category itself quietly turns a one-off into a rule.
The knowledge and practical understanding an organization retains and can retrieve through people, records, routines, tools, and relationships