In the end, the Impressionists made the right choice, which is one of the reasons that their paintings hang in every major art museum in the world. B… - Malcolm Gladwell

The sense of possibility so necessary for success comes not just from inside us or from our parents. It comes from our time: from the particular opportunities that our particular place in history presents us with. For a young would-be lawyer, being born in the early 1930's was a magic time, just as being born in 1955 was for a software programmer, or being born in 1835 was for an entrepreneur.

Sometimes the best conversations between strangers allow the stranger to remain a stranger.

We jump at the chance to judge strangers. We would never do that to ourselves, of course. We are nuanced and complex and enigmatic. But the stranger is easy. If I can convince you of one thing in this book, let it be this: Strangers are not easy.

The issue with spies is not that there is something brilliant about them. It is that there is something wrong with us.

You believe someone not because you have no doubts about them. Belief is not the absence of doubt. You believe someone because you don’t have enough doubts about them.

Those who are not part of existing social hierarchies are free to blurt out inconvenient truths or question things the rest of us take for granted.

The advantage to human beings lies in assuming that strangers are truthful.

If you don’t begin in a state of trust, you can’t have meaningful social encounters.

But remember, doubts are not the enemy of belief; they are its companion.

Our strategies for dealing with strangers are deeply flawed, but they are also socially necessary.

We tend to judge people’s honesty based on their demeanor. Well-spoken, confident people with a firm handshake who are friendly and engaging are seen as believable. Nervous, shifty, stammering, uncomfortable people who give windy, convoluted explanations aren’t.

We do not understand the importance of the context in which the stranger is operating.

When you confront the stranger, you have to ask yourself where and when you’re confronting the stranger — because those two things powerfully influence your interpretation of who the stranger is.

Don’t look at the stranger and jump to conclusions. Look at the stranger’s world.

High-tech companies like Google or Microsoft carefully measure the cognitive abilities of prospective employees out of the same belief: they are convinced that those at the very top of the IQ scale have the greatest potential.