Mostrando resultados por autor "Adam Grant" en Todas las categorías

We live in a world that’s obsessed with talent. We celebrate gifted students in school, natural athletes in sports, and child prodigies in music. But admiring people who start out with innate advantages leads us to overlook the distance we ourselves can travel. We underestimate the range of skills that we can learn and how good we can become. We can all improve at improving. And when opportunity doesn’t knock, there are ways to build a door.

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In our daily lives, too many of us favor the comfort of conviction over the discomfort of doubt. We listen to opinions that make us feel good, instead of ideas that make us think hard. We see disagreement as a threat to our egos, rather than an opportunity to learn.

With Give and Take, Adam Grant not only introduced a landmark new paradigm for success but also established himself as one of his generation’s most compelling and provocative thought leaders. In Originals he again addresses the challenge of improving the world, but now from the perspective of becoming original: choosing to champion novel ideas and values that go against the grain, battle conformity, and buck outdated traditions. How can we originate new ideas, policies, and practices without risking it all?

For generations, we have focused on the individual drivers of success: Passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom.

The New York Times best-selling author examines how people can drive creative, moral and organisational progress - and how leaders can encourage originality in their organisations. How can we originate new ideas, policies and practices without risking it all? Adam Grant shows how to improve the world by championing novel ideas and values that go against the grain, battling conformity and bucking outdated traditions.

Adam Grant examina a crucial arte de repensar: aprender a questionar nossas opiniões e a abrir a mente das outras pessoas, o que pode nos levar à excelência no trabalho e à sabedoria na vida.

El autor del bestseller Piénsalo otra vez nos explica cómo sacar el máximo de nosotros mismos y de los demás para lograr cosas inimaginables. Este libro comienza con un pequeño milagro: en 1991, un grupo de chicos afroamericanos de un conflictivo instituto de Harlem ganó al todopoderoso colegio privado Dalton en el Campeonato Nacional de Ajedrez para Alumnos de Secundaria.

Por lo general, asumimos que la inteligencia es la habilidad de pensar y aprender, pero en un mundo que cambia rápidamente como el actual, las habilidades para repensar y desaprender empiezan a valorarse más. Muchas personas privilegian la comodidad y la convicción por encima de la incomodidad y la duda; escuchan solo aquellas opiniones que les hacen sentir bien, en vez de las ideas que los desafían; ven el desacuerdo como una amenaza para su ego, en vez de una oportunidad para aprender.

Después de la repentina muerte de su marido, Sheryl Sandberg creyó que ni ella ni sus hijos podrían volver a ser felices. «Estaba en "la nada"», escribe, «en un vacío inabarcable que inunda el corazón y los pulmones, y merma la capacidad para pensar e incluso para respirar.» Su amigo Adam Grant, psicólogo en Wharton, le explicó que hay unos pasos concretos que podemos dar para recuperarnos y reponernos de las experiencias que nos destrozan la vida. No nacemos con una cantidad determinada de resiliencia, sino que ésta es un músculo que todos podemos desarrollar.

After the sudden death of her husband, Sheryl Sandberg felt certain that she and her children would never feel pure joy again. "I was in 'the void,'" she writes, "a vast emptiness that fills your heart and lungs and restricts your ability to think or even breathe." Her friend Adam Grant, a psychologist at Wharton, told her there are concrete steps people can take to recover and rebound from life-shattering experiences. We are not born with a fixed amount of resilience. It is a muscle that everyone can build.

Power is changing. Private corner offices and management by decree are out, as is unquestioned trust in the government and media. These former pillars of traditional power have been replaced by networks of informed citizens who collectively wield more power over their personal lives, employers, and worlds than ever before. So how do you navigate this new landscape and come out on top? Adam Grant, Wharton organizational psychologist, went to the World Economic Forum in Davos, the epicenter of power, and sat down with thought leaders from around the world, to find out.

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In recent months, the pandemic has forced us all to reevaluate our assumptions about health and safety and multiple acts of police brutality have challenged most of us to reconsider our responsibility for fighting racism. Yet in our daily lives, too many of us still favor the comfort of conviction over the discomfort of doubt.

We live in a world that's obsessed with talent. We celebrate gifted students in school, natural athletes in sports, and child prodigies in music. But admiring people who start out with innate advantages leads us to overlook the distance we ourselves can travel. We underestimate the range of skills that we can learn and how good we can become. We can all improve at improving. And when opportunity doesn't knock, there are ways to build a door.

The motivations behind today's most successful leaders and entrepreneurs come to a simple yet decisive explanation: there are people who give, people who take, people who match and people who fake. Our world is filled with these givers, takers, matchers and fakers. Amazingly, those who succeed (not only personally but for their clients and companies) don't take or match. They give. (Although they're not necessarily philanthropic.)

Dicen que la gente de éxito tiene tres cosas en común: motivación, capacidad y oportunidad. Si queremos alcanzar el éxito, necesitaremos además trabajo, talento y suerte. Hay, sin embargo, un cuarto ingrediente, un ingrediente crítico pero que a menudo pasa desapercibido: el éxito depende en gran parte de cómo interactuamos con los demás.

Vivemos em um mundo obcecado pelo talento. Celebramos os dons naturais e subestimamos as habilidades que podemos aprender se nos esforçarmos o suficiente. E todos nós somos capazes de nos aprimorar em qualquer coisa. Este audiolivro reúne evidências científicas, insights inovadores e uma narrativa vívida para mostrar que o progresso depende mais de quanto você aprende do que de quanto você se esforça.

After the sudden death of her husband, Sheryl Sandberg felt certain that she and her children would never feel pure joy again. 'I was in "the void,"' she writes, 'a vast emptiness that fills your heart and lungs and restricts your ability to think or even breathe.' Her friend Adam Grant, a psychologist at Wharton, told her there are concrete steps people can take to recover and rebound from life-shattering experiences. We are not born with a fixed amount of resilience. It is a muscle that everyone can build.

Qual é o segredo das pessoas originais? Será que a criatividade é uma qualidade inata ou uma habilidade que pode ser estimulada ou mesmo aprendida? Em seu novo livro, Adam Grant desmistifica muitas das crenças que existem em torno das mentes criativas.

Book summary of Option B by Sheryl Sandberg and Adam Grant.

Adam Grant reúne suas conclusões sobre os motivos pelos quais algumas pessoas chegam ao topo da escala de sucesso, enquanto outras permanecem na mediocridade. Ele explica que, nas interações profissionais, podemos atuar como tomadores, compensadores ou doadores. Os tomadores se esforçam para extrair o máximo possível dos outros; os compensadores se empenham em promover trocas equilibradas; e os doadores são aquele tipo raro de indivíduo que ajuda os outros sem esperar nada em troca.