Why Smart Organizations Make Stupid Decisions? Business lessons
summary
Research claims and concrete results: a boredom experiment (Timothy Wilson) shows volunteers self‑electrocute on average twice before seven minutes with 25% of women and 75% of men doing it and one person hitting it 196 times; Adam Grant’s browser data finds users of Chrome/Firefox perform 15% better; brief deliberate procrastination yields a 16% creativity boost; case studies (Viagra, Post‑its, Slack), Project Aristotle and the NASA C‑factor point to measurable factors—social sensitivity, equal turn‑taking and psychological safety is top predictor—that change outcomes.
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chapters (12)
- 0:00Introduction
- 3:28Work like play for adults
- 6:36Three skills smart orgs need
- 10:57Creativity and curiosity
- 14:14Confidence unlocks innovation
- 18:08Failure drives success
- 21:27Cooperation over competition
- 24:37Building perfect teams
- 28:11Weak ties and inclusion
- 31:03Psychological safety
- 34:16Cost of exclusion
- 37:11Summary
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