Malcolm Gladwell Quotes

Those who are successful at creating social epidemics do not just do what they think is right. They deliberately test their intuitions.

Living a long life, the conventional wisdom at the time said, depended to a great extent on who we were — that is, our genes. It depended on the decisions we made — on what we chose to eat, and how much we chose to exercise, and how effectively we were treated by the medical system. No one was used to thinking about health in terms of community.

lower. As the sociologist John Shelton Reed has written, “The homicides in which the South seems to specialize are those in which someone is being killed by someone he (or often she) knows, for reasons both killer and victim understand.” Reed adds: “The statistics show that the Southerner who can avoid arguments and adultery is as safe as any other American, and probably safer.” In the backcountry, violence wasn’t for economic gain. It was personal. You fought over your honor. Many years ago, the southern newspaperman Hodding Carter told the story of how as a young man he served on a jury. As Reed describes it: The case before the jury involved an irascible gentleman who lived

All they were using for their prediction was their analysis of the surgeon’s tone of voice. In fact, it was even more basic than that: if the surgeon’s voice was judged to sound dominant, the surgeon tended to be in the sued group. If the voice sounded less dominant and more concerned, the surgeon tended to be in the non-sued group. Could there be a thinner slice? Malpractice sounds like one of those infinitely complicated and multidimensional problems. But in the end it comes down to a matter of respect, and the simplest way that respect is communicated is through tone of voice, and the most corrosive tone of voice that a doctor can assume is a dominant tone.

Economists often talk about the 80/20 Principle, which is the idea that in any situation roughly 80 percent of the “work” will be done by 20 percent of the participants. In most societies, 20 percent of criminals commit 80 percent of crimes. Twenty percent of motorists cause 80 percent of all accidents. Twenty percent of beer drinkers drink 80 percent of all beer. When it comes to epidemics, though, this disproportionality becomes even more extreme: a tiny percentage of people do the majority of the work.

It is those who are successful, in other words, who are most likely to be given the kinds of special opportunities that lead to further success.

Do you see the consequences of the way we have chosen to think about success? Because we so profoundly personalize success, we miss opportunities to lift others onto the top rung. We make rules that frustrate achievement. We prematurely write off people as failures. We are too much in awe of those who succeed and far too dismissive of those who fail. And, most of all, we become much too passive.

Our unconscious thinking is, in one critical respect, no different from our conscious thinking: in both, we are able to develop our rapid decision making with training and experience.

You don’t start at the top if you want to find the story. You start in the middle, because it’s the people in the middle who do the actual work in the world.

"If you plug in the neocortex ratio for Homo sapiens, you get a group estimate of 147.8-or roughly 150. "The figure 150 seems to represent the maximum number of individuals with whom we can have a genuinely social relationship, the kind of relationship that goes with knowing who they are and how they relate to us.

Just think about how many times you have criticized someone else, in hindsight, for their failure to spot a liar. You should have known. There were all kinds of red flags. You had doubts. Levine would say that’s the wrong way to think about the problem. The right question is: were there enough red flags to push you over the threshold of belief? If there weren’t, then by defaulting to truth you were only being human.

Imagine that you are a doctor and you suddenly learn that you’ll see twenty patients on a Friday afternoon instead of twenty-five, while getting paid the same. Would you respond by spending more time with each patient? Or would you simply leave at six-thirty instead of seven-thirty and have dinner with your kids?

People at the top are self-conscious about what they say (and rightfully so) because they have position and privilege to protect — and self-consciousness is the enemy of “interestingness.

Those three things — autonomy, complexity, and a connection between effort and reward — are, most people agree, the three qualities that work has to have if it is to be satisfying. It is not how much money we make that ultimately makes us happy between nine and five. It’s whether our work fulfills us.

When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of personal life, we should be governed, I think, by the deep inner needs of our nature.