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"Our view of the world is powered by personal algorithms: observing how all of the component pieces (and people) that make up our personal social system interact, and looking for patterns to predict what will happen next. When systems behave linearly and react immediately, we tend to be fairly accurate with our forecasts. This is why toddlers love discovering light switches: cause and effect are immediate. The child flips the switch, and on goes the light. But our predictive power plummets when there is a time delay or non-linearity, as in the case of a CEO who delivers better-than-expected earnings only to wonder at a drop in the stock price."

"These findings support some of the early hopes that MOOCs would provide a life-changing opportunity for those who are less advantaged and have limited access to education. Of course, MOOCs are still available only to people who have access to the internet, and completion rates remain low. "

"Each attempt to "motivate" himself will only increase his stress and guilt as it widens the gap between his motivation and his follow-through, between how badly he wants to work out and his failure to do so. We have a misconception that if we only cared enough about something, we would do something about it. But that's not true. "

"We all know what it's like to sit through a bad presentation. We can easily spot the flaws - too long, too boring, indecipherable, what have you - when we watch others speak. The thing is, when we take the stage ourselves, many of us fall into the same traps."

"How can companies get a better idea of which skills employees and job candidates have? While university degrees and grades have done that job for a long time, they've done it imperfectly. In today's rapidly evolving knowledge economy, badges, nanodegrees, and certificates have aimed to bridge the gap - but also leave a lot to be desired. While HR departments are eager for better "people analytics," that concept is still fuzzy. And simply collecting data is not enough - to be used, data has to be presented usefully."

"Organizations that pursue strategies like these have what I call the Ecosystem Mindset. All startups have it, while almost no big companies do. It's an understanding that your organization is not a bounded entity, complete unto itself, but part of a wider ecosystem. It comes with an implicit understanding that the solutions to your key challenges are not all inside the building, but are out there - and that you must locate and interact with them to thrive."

"Mindfulness should no longer be considered a "nice-to-have" for executives. It's a "must-have":  a way to keep our brains healthy, to support self-regulation and effective decision-making capabilities, and to protect ourselves from toxic stress. It can be integrated into one's religious or spiritual life, or practiced as a form of secular mental training.  When we take a seat, take a breath, and commit to being mindful, particularly when we gather with others who are doing the same, we have the potential to be changed."

"Managers and organizational cultures often signal to employees what types of mindsets are valued on the job - such as whether employees should be singular in focus or open to new areas. As the world continues to globalize, we need novel solutions to new and old problems, and these solutions will be driven, in large part, by people with deep interests who also draw connections across disciplines. Encouraging employees to adopt a growth mindset of interest may help spark that process."