Paul Gibbons is an England native and has dedicated his life to studying the science behind human condition. Wanting to look at ways to improve humanity, Gibbons focuses on many areas of public health, philosophy, medicine, machine intelligence, and business leadership. Here is a look at some of the most memorable Paul Gibbons quotes to know.
“All of us are not always smarter than one of us, leaders need to distinguish between the wisdom of crowds and the madness of crowds.”
“Ambiguity is not, today, a lack of data, but a deluge of data.”
“Be the author, not the reader, of your own life.”
“Behaviorism was a busted flush, but neo-behaviorist theories, especially choice architecture, achieve behavioral change without coercion or the downsides of carrots and sticks.”
“Business is the most important institution on the planet for furthering human flourishing.”
“Business people need to understand the psychology of risk more than the mathematics of risk.”
“Compared to ecosystems and some species, corporations are very fragile entities indeed.”
“Creating change-agile businesses will eliminate the need for what we today call change management.”
“Feeling entitled is the opposite of feeling grateful. Gratitude opens the heart, entitlement closes it.”
“It is time to euthanize change management.”
“Just stamping out anti-science and bad science will eliminate an enormous amount of business waste.”
“Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.”
“Leaders need to sacrifice “power-over” to get “power-to”.”
“Leadership must evolve into a “science-based craft”, like surgery.””
“Mindfulness promises a great number of desirable benefits, and is based on much more solid research than many competing ideas on how to change people.”
“Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. ”
“Most businesses would profit greatly from just applying Change Management 101 well.”
“Most change strategy models are not very strategic – change strategy is an important lynchpin between business strategy and change tactics.”
“People who appear to be resisting change may simply be the victim of bad habits. Habit, like gravity, never takes a day off.”
“Psychological pseudoscience dies hard, especially when there are commercial interests at stake.”
“Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.”
“Strategic coherence is more important than strategic perfection.”
“That which a team does not want to discuss, it most needs to discuss.”
“The best way to encourage out of the box thinking is to draw the box correctly in the first place.”
“The change “grief cycle”, for some people, may be excitement, enthusiasm, engagement, effort, and excellence.””
“The essence of extended rationality is to know when you are being irrational.”
“The gap between thought and action, between belief and will, prevents us solving our most pressing individual and societal problems.”
“The human side of analytics is the biggest challenge to implementing big data.”
“The key to behavioral change is to pass behavioral control to the environment.”
“The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.”
“The notion of “business as usual” is a harmful myth.” ”
“The problem is not lack of competence, it is confidence without competence.”
“The psychological theories that inform day-to-day business practices are comprised mostly of folk-psychology, fads, and myths.”
“Too few leaders have the emotional fortitude to take responsibility for failure.”
“We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.”
“We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.”
“When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.”
“When it comes to the arc of your life, leadership is a sacred responsibility.”
Here is a lecture performed by Paul Gibbons as he discusses why we under perform when it comes to behavioral change. With an existing gap between intentions and actions, Gibbons answers the questions on why we are so bad at correcting our negative behaviors.
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