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"The chief justice's masterful opinion showed that line of argument for the simplistic and agenda-driven construct that it was. Parsing the 1,000-plus-page statute in a succinct 21-page opinion, he deftly wove in quotations from recent Supreme Court opinions. Who said that we "must do our best, bearing in mind the fundamental canon of statutory construction that the words of a statute must be read in their context and with a view to their place in the overall statutory scheme"? Why, it was Justice Scalia (actually quoting an earlier opinion by Justice Sandra Day O'Connor) in a decision just a year ago. And who said that "a provision that may seem ambiguous in isolation is often clarified by the remainder of the statutory scheme" because "only one of the permissible meanings produces a substantive effect that is compatible with the rest of the law"? Why, Justice Scalia again."

"Established companies are "held captive by their customers," in Christensen's phrase, and so routinely ignore emerging markets of buyers who are not their customers. Dominant companies prosper by making a good product and keeping their customer base by using sustaining technologies to continue improving it. The products get ever better-but at some point their quality overshoots the level of performance that even the high end of the market needs. Typically, this is when a disruptive innovation lands in the marketplace at a lower price and relatively poor level of performance-but it's a level adequate for what the lower end of the market seeks. The disruptive technology starts to attract customers, and is on its way to staggering the industry's giants. "Sustaining innovation makes good products better-but then you don't buy the old product. They're replacements. They do not create growth." To bring these powerful ideas into the real world, Christensen in 2001 founded the consulting firm Innosight (www.innosight.com) with Mark Johnson, M.B.A. '96. Now employing about 100, the company works mostly with Fortune 100 companies that are seeking to defend their core businesses and adapt to disruptive environments. It also coaches them on how to disrupt markets proactively, harnessing disruption's engine of growth for themselves. "It's hard to do both," says David Duncan, a senior partner at Innosight who earned a Harvard Ph.D. in physics in 2000. "As successful companies get bigger, their growth trajectories flatten out, and they need to find new ways to expand. But that will look different from what they did in the past. Most are so focused on maintaining their core business that when push comes to shove, the core will almost always kill off the disruptive innovation-the new thing. "The two goals conflict for resources," he continues. "CEOs are accountable to shareholders and feel Wall Street pressure to meet earnings targe

The goals of engagement and insight are well worth students keeping in mind. Linking them to grades, however, sends the very traditional message of the educational system, which works against students developing the kind of self-directed, avid learning that the instructor wants. My advice is to de-emphasize grades even if they have to be given at the end of the course.

"Hate is never about the object of the hate but about what is happening in the mind of the hater. It is in the darkness of that space that fear and ignorance merge and morph. It comes out in an impulse to mark and name, to deny and diminish, to exclude and threaten, to elevate the self by putting down the other"

"Nobody said it better than Francis Bacon, back in 1605: For myself, I found that I was fitted for nothing so well as for the study of Truth; as having a mind nimble and versatile enough to catch the resemblances of things … and at the same time steady enough to fix and distinguish their subtler differences; as being gifted by nature with desire to seek, patience to doubt, fondness to meditate, slowness to assert, readiness to consider, carefulness to dispose and set in order; and as being a man that neither affects what is new nor admires what is old, and that hates every kind of imposture."

makes use of meditation begins from "psychological and ethical profile of a representative sample of" the organization

"This is a book about the ten mental locks that prevent you from being more innovative and what you can do to open them. Many of the ideas presented here come from the author's experiences as a creative thinking consultant in industry. During the past five years he had the opportunity to work with many innovative and/or interesting companies. He worked with people in marketing, engineering, data processing, finance, research and development, television, and retail. This book contains stories, anecdotes, insights, and ideas that came out of the workshops he conducted as well as many of his own thoughts about what can make you more creative."

"online discussion platform that improves student curiosity, communication skills, and critical thinking. Packback delivers an easy-to-use and engaging discussion experience for students and professors, with powerful support from automated moderation, sorting, and scoring algorithms."