Weird Ideas That Work by Robert Sutton

  1. Typical interviews are a bad method for deciding which employees to hire – 60 6
  2. Especially for employees in creative jobs, those with noncontrolling supervisors made considerably more novel and useful suggestions… innovation increases when employees don’t ask their supervisors for permission or tell them what they are doing –  75 7
  3. When group members fought over conflicting ideas, it provoked htem to weave others’ ideas together with their own, to insist that others provide a compelling logical raitonale for their ideas, and to contirbute still more ideas –  85 8
  4. Being upbeat versus unhappy or optimistic versus pessimistic is a personality characteristic that is stable throughout life – 88 8
  5. Having an upbeat personality as an adolescent was a strong predictor of job satisfiaction decades later – 88 8
  6. Grumpy people are less likely to take risks and better at finding things wrong with ideas than upbeat people – 91 8
  7. When leaders believe their subordinates will perform well, positive expectations leads to better performance – 107 10?
  8. During the first couppe of years of life, the number of ideas produced by R&D teams went up, but after three or four years, the creative ouptut of these teams peaked and eventually declined – 163 14
  9. Groups that had randomly assigned leaders performed better than groups that picked their leaders – 168 14
  10. The students who were led to believe they were “supervisors” rated the drawing far more favoraly than the ones in the control group… Those who believed they had engaged in close seruprivsion rated the drawing even higher – 180 15
  11. If you want people to believe your ideas are creative, persuading htem that you are creative is more important than the ideas themselves – 183 15

References

  1. The employment interview a summary and review of recent reeaarc, Personnel selection
  2. Enhancing creativity managing work contexts for theihigh potential employee
  3. Effects of controversy on epistemic uriosity achievmeent and attitudes
  4. Negative affectivity the disposiotn to experiencaversive emotinal states, Stabilityin the mdist ofchange a dispositional approach to job attitudes
  5. The dispositionalapproach to job attitudes a lifetime longtudinal test
  6. The infleunce of positive affect on acceptable level of risk the person with a large canoe has a large worry, THe infleunce of opstiive affet on risk taking when the chips are down
  7. Interperosnal expecancy effects the first 345 studies, Pygmalion in management, Self fulilling propehcy as a magneemt tool harnessing pygmanlion
  8. The effects of group longevity on project communciation and performance, Ineestigatingthe not inveted here snydomre  alook at performance tenure and communciotn patterns of 50 r&d project groups
  9. Inspecting the emperors clothes evidence that randomly selseted eladers cna enahnce group performance
  10. Faith in sueprvision and self enhacnement bias two psyhoclogical reasons wy managers on’t empower workers
  11. Assesing images of others creavitiy impresion formation in tholywood pitch