Responsiveness encompasses three things: Understanding: My partner knows how I see myself and what is important to me. Validation: My partner respects who I am and what I want. Caring: My partner takes active and supportive steps in helping me meet.

Sportsmanship” had been stretched too far. Like “relativity,” it had migrated far afield from its original meaning. It used to refer to the kind of behavior that Lance Armstrong showed Jan Ullrich. But over time the term was stretched to include unimpressive, nonchivalrous behavior, like losing without whining too much or making it through an entire game without assaulting a referee.

One of the worst things about knowing a lot, or having access to a lot of information, is that we’re tempted to share it all.

Make the change small enough that they can’t help but score a victory.

What’s least commonsensical is that pits can sometimes be flipped into peaks.

When a CEO discusses “unlocking shareholder value,” there is a tune playing in her head that the employees can’t hear.

Confirmation bias is probably the single biggest problem in business, because even the most sophisticated people get it wrong. People go out and they’re collecting the data, and they don’t realize they’re cooking the books.

It changed their attitude from reactive and critical to active and creative.

The advice we give others, then, has two big advantages: It naturally prioritizes the most important factors in the decision, and it downplays short-term emotions.

Anger prepares us to fight and fear prepares us to flee.