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استعدا� نافرمانی و شکستن قوانین کار و زندگی�
کتاب استعداد نافرمانی و شکستن قوانین کار و زندگی پر از توصیه‌ها� جالب، دانش فراوان و ماجراهای الهام‌بخ� برای کسانی است که می‌خواهن� قانون شکنی کنند. فرانسسکا جینو در این کتاب به همه مخاطبانش می‌آموز� که چه زمانی؟ چگونه و چطور می‌توانن� قوانین را زیرپا بگذارند. اگر از خودتان می‌پرسی� که چرا قانون شکنی باید اینقدر اهمیت داشته باشد بیایید به این موضوع از دریچه دیگری نگاه کنیم.
همه ما نافرمان‌ه� را به عنوان مسببان اصلی هرج و مرج می‌شناسی�. اما واقعیت این است که آن‌ه� افرادی هستند که تصمیم گرفته‌ان� از حاشیه امن و واپسگرای خود بیرون بیایند و سنت‌ه� را کنار بزنند. نتیجه چیزی است که فراتر از تصور ما است: آن‌ه� با این کار نوآوری می‌کنن�. بازآفرینی می‌کنن� و در یک کلام، دنیا را به جای بهتری برای ماندن تبدیل می‌کنن�.
اما در روزگاری که ما زندگی می‌کنیم� همه‌چی� با رقابت و بی رحمی عجین شده است. برای اینکه بتوانیم احساس رضایت خود را از زندگی بیشتر کنیم و کسب و کارمان را رشد و پیشرفت دهیم، لازم است استعداد نافرمانی را در وجودمان پرورش دهیم.
فرانسسکا جینو درمورد نافرمانی، سال‌ه� مطالعه کرد. او برای نوشتن کتاب استعداد نافرمانی و شکستن قوانین کار و زندگی نقاط مختلف جهان را زیرپا گذاشت. به بوتیک‌ها� بسیار شیک در ایتالیا سر زد. سراغ بهترین رستوران های زنجیره‌ا� رفت. در مشهورترین استودیوهای انیمیشن سازی قدم گذاشت و آدم‌های� را پیدا کرد که استعداد نافرمانی داشتند. یا همان‌های� که می‌توانن� آینده دنیا را از آن خودشان کنند.
همه ما نافرمان‌ه� را به عنوان مسببان اصلی هرج و مرج می‌شناسی�. اما واقعیت این است که آن‌ه� افرادی هستند که تصمیم گرفته‌ان� از حاشیه امن و واپسگرای خود بیرون بیایند و سنت‌ه� را کنار بزنند. نتیجه چیزی است که فراتر از تصور ما است: آن‌ه� با این کار نوآوری می‌کنن�. بازآفرینی می‌کنن� و در یک کلام، دنیا را به جای بهتری برای ماندن تبدیل می‌کنن�.
اما در روزگاری که ما زندگی می‌کنیم� همه‌چی� با رقابت و بی رحمی عجین شده است. برای اینکه بتوانیم احساس رضایت خود را از زندگی بیشتر کنیم و کسب و کارمان را رشد و پیشرفت دهیم، لازم است استعداد نافرمانی را در وجودمان پرورش دهیم.
فرانسسکا جینو درمورد نافرمانی، سال‌ه� مطالعه کرد. او برای نوشتن کتاب استعداد نافرمانی و شکستن قوانین کار و زندگی نقاط مختلف جهان را زیرپا گذاشت. به بوتیک‌ها� بسیار شیک در ایتالیا سر زد. سراغ بهترین رستوران های زنجیره‌ا� رفت. در مشهورترین استودیوهای انیمیشن سازی قدم گذاشت و آدم‌های� را پیدا کرد که استعداد نافرمانی داشتند. یا همان‌های� که می‌توانن� آینده دنیا را از آن خودشان کنند.
304 pages
First published May 1, 2018
517 people are currently reading
5,221 people want to read
About the author
Francesca Gino
12books94followersFrancesca Gino is an award-winning researcher and teacher, and a tenured professor at Harvard Business School.
Her consulting and speaking clients include Bacardi, Akamai, Disney, Goldman Sachs, Honeywell, Novartis, P&G, and the U.S. Air Force, Army, and Navy.
She has been honored as one of the world’s Top 40 Business Professors under 40 and one of the world’s 50 most influential management thinkers. Her work has been featured on CNN and NPR, as well as in the Economist, Financial Times, New York Times, Newsweek, Scientific American, and Psychology Today.
Her consulting and speaking clients include Bacardi, Akamai, Disney, Goldman Sachs, Honeywell, Novartis, P&G, and the U.S. Air Force, Army, and Navy.
She has been honored as one of the world’s Top 40 Business Professors under 40 and one of the world’s 50 most influential management thinkers. Her work has been featured on CNN and NPR, as well as in the Economist, Financial Times, New York Times, Newsweek, Scientific American, and Psychology Today.
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Displaying 1 - 30 of 239 reviews
June 18, 2018
The only good thing about this book is the title and the concept. Everything else wasnt as I expected.
THe book was filled with stories to the extent you just lose hold of what the writer is trying to tell you. There were also instances where the stories had nothing to do with Rebel Talent but was included for purposes only known to the author.
I am only giving it two stars because i read it to the end ...
THe book was filled with stories to the extent you just lose hold of what the writer is trying to tell you. There were also instances where the stories had nothing to do with Rebel Talent but was included for purposes only known to the author.
I am only giving it two stars because i read it to the end ...
March 27, 2019
The Pygmalion Effect and a "CV of failures": these are my big takeaways from this book.
Rebel Talent started off a bit slow for me: too much of the author establishing her own connection to the concept. However, it picked up the pace quickly enough to become a great read with lots of nuggets of wisdom for all.
The section on the Pygmalion effect had the most direct influence on me. (p126.) The Pygmalion effect is where "a person's expectations of another person turn into a self-fulfilling prophecy." I have experienced this in my own life, as a student invited to be part of a school enrichment program, where all students were deemed "creative" and "gifted". This labeling led us to believe it, even if it may not have been true! I call it positive brainwashing. In a sense, we aimed to fulfill this prophecy, and if it truly were social experiment, which I sometimes think it might have been, we truly did rebel against low expectations, and embrace high expectations.
I also loved the idea of a CV of failures. I think this concept brings authenticity to humans. I will definitely adopt this idea in my own life, and probably embed it in job interviews somehow as well.
As a side note: I always find it interesting that books whose audience is the Executive MBA are written in short chunks to make it quickly digestible.
Here are some of the quotes from the book that stick with me or are worth remembering as we lead or seek rebel talent in our organizations:
The perception that the person is consciously choosing not to conform is critical.
When workers were assigned a greater variety of tasks, their productivity improved. Variety acted as a motivator. P 36
Novelty increases our job satisfaction, our creativity, and our overall performance�. Reading interesting facts made participants think they were more knowledgeable than reading mundane ones�. Novelty and pleasure our deeply intertwined [in our brains] P36
Even brief novel activities…have been found to improve relationship quality. 38
Self-expansion, then confidence: Comfort is overrated. It doesn't make us as happy as we think it will. 42
At Olivetti: employees were given two-hour lunches: one hour to eat food, one hour to "eat culture." 62
T-shaped employees (McKinsey and Company). Vertical stroke of T is the depth of knowledge and skill an employee relies on to add her contribution to the creative process. The horizontal stroke refers to an employee's inclination for collaboration across functions, which consists of two aspects: empathy and curiosity. Empathy is what allows people to take another person's perspective when considering problems and to actively listen. 63
The different outcomes of "should" and "could" thinking; when we ask ourselves "What could I do?" we broaden our perspectives. 85
"What could you do?" Approaching a dilemma with "could" thinking led participants to examine it from new and fresh perspectives. 87
Sliding Doors reference: counterfactual thinking is a powerful way to forget what you know and consider a situation from a fresh perspective…When employees think counterfactually, their commitment to the organization and their coworkers rises. 96
Psychologist Joanne Silvester has found that job candidates who admitted past mistakes during interviews were actually more appealing to employers than those who covered them up. When we own our blunders, people are impressed. 143
Princeton university professor Johannes Haushofer became a folk hero of failure. In his "CV of failures" he listed the many positions and awards for which he applied and had been rejected. He said "Most of what I try fails, but these failures are often invisible, whereas the successes are visible. I have noticed that this sometimes gives others the impression that most things work out for me." 146-147.
We’ve got it backwards: we improve faster in areas where we are strong than where we are weak. 154
Insights and innovations seldom arise when we are feeling satisfied with the status quo... Conflict leads to engagement� Rebels embrace tension and conflict. "Ideas only become great when they are challenged and tested." Ed Catmull, Pixar productions. 185
Rebel Talent started off a bit slow for me: too much of the author establishing her own connection to the concept. However, it picked up the pace quickly enough to become a great read with lots of nuggets of wisdom for all.
The section on the Pygmalion effect had the most direct influence on me. (p126.) The Pygmalion effect is where "a person's expectations of another person turn into a self-fulfilling prophecy." I have experienced this in my own life, as a student invited to be part of a school enrichment program, where all students were deemed "creative" and "gifted". This labeling led us to believe it, even if it may not have been true! I call it positive brainwashing. In a sense, we aimed to fulfill this prophecy, and if it truly were social experiment, which I sometimes think it might have been, we truly did rebel against low expectations, and embrace high expectations.
I also loved the idea of a CV of failures. I think this concept brings authenticity to humans. I will definitely adopt this idea in my own life, and probably embed it in job interviews somehow as well.
As a side note: I always find it interesting that books whose audience is the Executive MBA are written in short chunks to make it quickly digestible.
Here are some of the quotes from the book that stick with me or are worth remembering as we lead or seek rebel talent in our organizations:
The perception that the person is consciously choosing not to conform is critical.
When workers were assigned a greater variety of tasks, their productivity improved. Variety acted as a motivator. P 36
Novelty increases our job satisfaction, our creativity, and our overall performance�. Reading interesting facts made participants think they were more knowledgeable than reading mundane ones�. Novelty and pleasure our deeply intertwined [in our brains] P36
Even brief novel activities…have been found to improve relationship quality. 38
Self-expansion, then confidence: Comfort is overrated. It doesn't make us as happy as we think it will. 42
At Olivetti: employees were given two-hour lunches: one hour to eat food, one hour to "eat culture." 62
T-shaped employees (McKinsey and Company). Vertical stroke of T is the depth of knowledge and skill an employee relies on to add her contribution to the creative process. The horizontal stroke refers to an employee's inclination for collaboration across functions, which consists of two aspects: empathy and curiosity. Empathy is what allows people to take another person's perspective when considering problems and to actively listen. 63
The different outcomes of "should" and "could" thinking; when we ask ourselves "What could I do?" we broaden our perspectives. 85
"What could you do?" Approaching a dilemma with "could" thinking led participants to examine it from new and fresh perspectives. 87
Sliding Doors reference: counterfactual thinking is a powerful way to forget what you know and consider a situation from a fresh perspective…When employees think counterfactually, their commitment to the organization and their coworkers rises. 96
Psychologist Joanne Silvester has found that job candidates who admitted past mistakes during interviews were actually more appealing to employers than those who covered them up. When we own our blunders, people are impressed. 143
Princeton university professor Johannes Haushofer became a folk hero of failure. In his "CV of failures" he listed the many positions and awards for which he applied and had been rejected. He said "Most of what I try fails, but these failures are often invisible, whereas the successes are visible. I have noticed that this sometimes gives others the impression that most things work out for me." 146-147.
We’ve got it backwards: we improve faster in areas where we are strong than where we are weak. 154
Insights and innovations seldom arise when we are feeling satisfied with the status quo... Conflict leads to engagement� Rebels embrace tension and conflict. "Ideas only become great when they are challenged and tested." Ed Catmull, Pixar productions. 185
July 11, 2018
Simply because my conscience won't allow me to mark this book as complete without some sort of disclaimer: I didn't actually finish this book. Our work club unanimously decided to stop reading/discussing the book at Chapter 6.
I was pretty disappointed with this book. The Introduction seemed to be the most informative part of the book, setting the five guidelines for rebel behavior. The rest of the book morphed into story after story of so-called "rebel talent" that left quite a bit to be desired in analysis and also in true rebel behavior. (Some of it was just "slightly unconventional thinking" to quote a member of our book club.)
I'd give half a star if I could, only because it in no way lived up to expectations. Not every book is a winner...even though the associated quiz and our discussions were still interesting and informative!
I was pretty disappointed with this book. The Introduction seemed to be the most informative part of the book, setting the five guidelines for rebel behavior. The rest of the book morphed into story after story of so-called "rebel talent" that left quite a bit to be desired in analysis and also in true rebel behavior. (Some of it was just "slightly unconventional thinking" to quote a member of our book club.)
I'd give half a star if I could, only because it in no way lived up to expectations. Not every book is a winner...even though the associated quiz and our discussions were still interesting and informative!
May 26, 2018
A lot of really interesting insights into how to have a more successful workplace and be a better "rebel" employee. Unfortunately I will probably never be really good at most of these, but I might be more willing to tolerate and even applaud these things in others even if it makes me uncomfortable, which is apparently a better way to be anyway.
October 8, 2020
“Most of our decisions are governed by well defined institutional arrangements with pre-specified obligations and rights.�
When I was in grade 7 the lunch lady at my school told me I was a ‘despicably sweet little rebel�. I didn’t know what any of that meant, and I was hungry, so I didn’t bother to stick around to find out. At the end of the school year she wrote it on a card (she gave one to every student, she was super nice). I gave my mom the card, and it horrified her. I was berated with questions, forced to apologize for breaking the rules, and promised I would do as I was told for the rest of the year. Which, lucky for me, had only 2 more days in it.
The point is, I didn’t know being a rebel was such a bad thing. But according to award-winning Harvard Business School professor Francesca Gino, it might not be. And that maybe we have been casting ‘rebel-hood� in an unfair and unflattering light for too long.
“Terms like rule breaker, nonconformity, and deviance make us think of subversive, even dangerous individuals.�
Gino’s book, Rebel Talent - Why It Pays to Break the Rules in Work and Life, outlines her belief that rebels have been unfairly judged and that adopting a little rebelliousness in our own life might not only make us happier, but more successful.
Based upon over a decade studying rebels at organizations around the world, she has identified a specific subset of leaders and employees working in many careers that display a ‘rebel talent�. A talent for defying the status quo, innovating, reinventing, asking questions and challenging assumptions which help to push us forward. To create new and exciting opportunities while teaching us it is ok to break the rules.
“To break rules is not necessarily to become an outcast.�
On a tour that takes the reader from the fashionable quarter of Milan to Silicon Valley, from the hallowed halls of Harvard to the kitchen at Osteria Francescana, Rebel Talent regales us with tales of those who took the road less travelled. She argues that the future belongs to the rebel, and that cultivating our rebel talents is what will allow us to thrive in an uncertain and complex future. And better still, that it will help us lead a more vibrant and fulfilling life.
Now I don’t think professor Gino is telling you to style your hair in mohawk, flip off your boss, trade the sedan in for a couple Royal Enfields� with the saddlebags packed full with Molotov cocktails and go run riot over any big box store you can find. I think instead she is asking you to question rigid assumptions, be innovative, live with some passion and take some action. Break some rules to bring about positive change and live a life of fulfillment. And if you have to, watch a bit of Brando in the Wild One for inspiration and note the scene in which a local girl asks him, “Hey Johnny, what are you rebelling against� and giggle at his weary response, “What’ve you got?�
Overall Score: 3 / 5
In a Sentence: Why you should adopt and cultivate your ‘rebel talents� for a more successful and fulfilling life.
When I was in grade 7 the lunch lady at my school told me I was a ‘despicably sweet little rebel�. I didn’t know what any of that meant, and I was hungry, so I didn’t bother to stick around to find out. At the end of the school year she wrote it on a card (she gave one to every student, she was super nice). I gave my mom the card, and it horrified her. I was berated with questions, forced to apologize for breaking the rules, and promised I would do as I was told for the rest of the year. Which, lucky for me, had only 2 more days in it.
The point is, I didn’t know being a rebel was such a bad thing. But according to award-winning Harvard Business School professor Francesca Gino, it might not be. And that maybe we have been casting ‘rebel-hood� in an unfair and unflattering light for too long.
“Terms like rule breaker, nonconformity, and deviance make us think of subversive, even dangerous individuals.�
Gino’s book, Rebel Talent - Why It Pays to Break the Rules in Work and Life, outlines her belief that rebels have been unfairly judged and that adopting a little rebelliousness in our own life might not only make us happier, but more successful.
Based upon over a decade studying rebels at organizations around the world, she has identified a specific subset of leaders and employees working in many careers that display a ‘rebel talent�. A talent for defying the status quo, innovating, reinventing, asking questions and challenging assumptions which help to push us forward. To create new and exciting opportunities while teaching us it is ok to break the rules.
“To break rules is not necessarily to become an outcast.�
On a tour that takes the reader from the fashionable quarter of Milan to Silicon Valley, from the hallowed halls of Harvard to the kitchen at Osteria Francescana, Rebel Talent regales us with tales of those who took the road less travelled. She argues that the future belongs to the rebel, and that cultivating our rebel talents is what will allow us to thrive in an uncertain and complex future. And better still, that it will help us lead a more vibrant and fulfilling life.
Now I don’t think professor Gino is telling you to style your hair in mohawk, flip off your boss, trade the sedan in for a couple Royal Enfields� with the saddlebags packed full with Molotov cocktails and go run riot over any big box store you can find. I think instead she is asking you to question rigid assumptions, be innovative, live with some passion and take some action. Break some rules to bring about positive change and live a life of fulfillment. And if you have to, watch a bit of Brando in the Wild One for inspiration and note the scene in which a local girl asks him, “Hey Johnny, what are you rebelling against� and giggle at his weary response, “What’ve you got?�
Overall Score: 3 / 5
In a Sentence: Why you should adopt and cultivate your ‘rebel talents� for a more successful and fulfilling life.
June 11, 2018
This book claims to present a discussion on 'rebel' individuals in the workplace.
Having worked in numerous companies (both start ups and multi-nationals) it is clear that people with different ideas are important, but this book lacked any real depth, it mentioned people / companies but in (what felt like) a superficial way. An in-depth study of a single organisation may have worked better.
It read like a newspaper article stretched out to fill a book.
Having worked in numerous companies (both start ups and multi-nationals) it is clear that people with different ideas are important, but this book lacked any real depth, it mentioned people / companies but in (what felt like) a superficial way. An in-depth study of a single organisation may have worked better.
It read like a newspaper article stretched out to fill a book.
July 21, 2018
I was provided a free copy of this book in exchange for an honest and fair review.
This was an interesting read. For a non-fiction book it had some good real life examples and studies of leaders in the workforce. However, I would have liked if there was more of an outline on how to take the steps to become a rebel leader. It was actually a quick read and I gained a couple insights.
This was an interesting read. For a non-fiction book it had some good real life examples and studies of leaders in the workforce. However, I would have liked if there was more of an outline on how to take the steps to become a rebel leader. It was actually a quick read and I gained a couple insights.
April 12, 2021
The book Rebel Talent wasn’t just a book, it was a kind of journey for me that discover myself and people around me. My lovely boss gave me this book by saying you are rebel too, and she wanted me to read this. She always says you’re a rebel talent, and I was supposed that this was something bad, I’ve got shocked while reading, this is the nicest thing I could ever heard. Firstly, I should thank my boss, she is exemplarily a rebel one that I am so appreciated to meet. Francesca Gino the writer of the book started by mentioning destructive gestures. She believes that destructive gestures are most probably a constructive one. She wants us to believe it, initially. If these gestures become too annoying, almost all managers show the door to the employees. They’re just a rule-breaker, we need to agree with that. She has a very important and valuable sector experience; she tells many stories about the rule-breaker called Rebel Talent. I have to say that all stories inspired me a lot. Also, I like this quote: Ruth Messinger says that "It’s not rebels that make trouble, but trouble that makes rebels.�
Rebels have 5 core elements: novelty, curiosity, perspective, diversity, authenticity.
*Novelty: seeking out challenges and the new. / as we grow older, other desires take over, like wanting more predictability, but novelty leads to surprises and surprises lead to pleasure. / novelty is uncomfortable, but comfort is overrated, it doesn’t make us as happy as we think it will.
*Curiosity: why. / being able to ask makes employees feel free and it is associated with employee engagement that curious employees are more connected to others who can help them overcome work challenges and are more motivated to go the extra mile.
*Perspective: the ability that rebels have to constantly broaden the view of the world and see it as others do. / having could-thinking, not should-thinking. / non-experts were actually better problem-solvers than experts.
*Diversity: the tendency to challenge predetermined social roles and reach out to those who may appear different. / conflict can lead to growth and disagreement is a feature rather than a flaw.
*Authenticity: rebels embrace in all that they do, remain open and vulnerable to connect with others and learn from them. / showing weaknesses is a good idea that we are stronger in some areas, and in some areas we are weak.�
Everyone may tell these elements, but no-one can explain better than the writer. Her researches and perspectives are for being a rebel. She examines this issue in a very detailed and meaningful way for a very long time.
It doesn't show only how to rebel, but also sheds light on the difficulties they could face when they rebel. It's a source for organisations, leaders or as individuals.
Another thing I love about the book is that she always gives more. I mean, she tells about x topic, but she detailed it in very different areas especially psychology. I can give some examples here, not to forget:
*conspicuous consumption: choosing and displaying obviously expensive products. It signals to the world our financial success, even if the success is mostly on loan, or attending an expensive business school to communicate your prestige, or to show your disciplined person.
*the status quo bias: an emotional bias; a preference for the current state of affairs. The current baseline is taken as a reference point, and any change from that baseline is perceived as a loss.
*self-expansion: by getting closer to our partner, we learn something new from them, and we ourselves “expand�, broadening our knowledge and interests. It’s a natural desire to grow and change.
*psychological safety area: a shared belief that members can take risk in an organisation, a group or a team.
*stereotype threat: underperform due to the fear of bias.
�*pygmalion = self-fulfilling prophecy
*pratfall effect: sharing personal information is key to developing and maintaining strong relationships. When we do, our peers trust and like us more, and also feel closer to us. Additionally, self-disclose makes us feel and appear more real.
*self-efficacy: people are more motivated toward self-improvement when we are confident of results and more likely to think that or efforts will produce good outcomes when we focus on our strengths rather than weakness.
Rebels have 5 core elements: novelty, curiosity, perspective, diversity, authenticity.
*Novelty: seeking out challenges and the new. / as we grow older, other desires take over, like wanting more predictability, but novelty leads to surprises and surprises lead to pleasure. / novelty is uncomfortable, but comfort is overrated, it doesn’t make us as happy as we think it will.
*Curiosity: why. / being able to ask makes employees feel free and it is associated with employee engagement that curious employees are more connected to others who can help them overcome work challenges and are more motivated to go the extra mile.
*Perspective: the ability that rebels have to constantly broaden the view of the world and see it as others do. / having could-thinking, not should-thinking. / non-experts were actually better problem-solvers than experts.
*Diversity: the tendency to challenge predetermined social roles and reach out to those who may appear different. / conflict can lead to growth and disagreement is a feature rather than a flaw.
*Authenticity: rebels embrace in all that they do, remain open and vulnerable to connect with others and learn from them. / showing weaknesses is a good idea that we are stronger in some areas, and in some areas we are weak.�
Everyone may tell these elements, but no-one can explain better than the writer. Her researches and perspectives are for being a rebel. She examines this issue in a very detailed and meaningful way for a very long time.
It doesn't show only how to rebel, but also sheds light on the difficulties they could face when they rebel. It's a source for organisations, leaders or as individuals.
Another thing I love about the book is that she always gives more. I mean, she tells about x topic, but she detailed it in very different areas especially psychology. I can give some examples here, not to forget:
*conspicuous consumption: choosing and displaying obviously expensive products. It signals to the world our financial success, even if the success is mostly on loan, or attending an expensive business school to communicate your prestige, or to show your disciplined person.
*the status quo bias: an emotional bias; a preference for the current state of affairs. The current baseline is taken as a reference point, and any change from that baseline is perceived as a loss.
*self-expansion: by getting closer to our partner, we learn something new from them, and we ourselves “expand�, broadening our knowledge and interests. It’s a natural desire to grow and change.
*psychological safety area: a shared belief that members can take risk in an organisation, a group or a team.
*stereotype threat: underperform due to the fear of bias.
�*pygmalion = self-fulfilling prophecy
*pratfall effect: sharing personal information is key to developing and maintaining strong relationships. When we do, our peers trust and like us more, and also feel closer to us. Additionally, self-disclose makes us feel and appear more real.
*self-efficacy: people are more motivated toward self-improvement when we are confident of results and more likely to think that or efforts will produce good outcomes when we focus on our strengths rather than weakness.
May 22, 2021
استعداد نافرمانی
این کتاب مشابه "نافرمانی مدنی" هنری دیوید ثورو یا کتاب "انسان طاغی" آلبرکامو نیست بلکه نافرمانی در شکستن قوانین کار و زندگی هست
از پشت جلد کتاب:
اسم نافرمان ها بد در رفته است. همه فکر می کنند آنها متخلف و مسبب هرج و مرج هستند. اما نافرمان ها گاهی کسانی هستند که با نگرش غیرمتعارفشان، دنیا را به جایی بهتر تبدیل می کنند. آنها به جای ماندن در حاشیه امن و واپس گرایی به سوی سنت ها، از وضع موجود سرپیچی می کنند. آنها استاد نوآوری و بازآفرینی اند و چیزهای زیادی برای آموختن به ما دارند.
فرانسسکا جینو پس از ده سال مطالعه در مورد انواع نافرمانی در اقصی نقاط جهان، این کتاب را نوشت. او از بوتیک های بسیار شیک در ایتالیا گرفته تا بهترین رستوران های زنجیره ای و مشهورترین استودیوهای انیمیشن سازی، به جستجوی نافرمان ها رفته و افرادی را به عنوان نماد استعداد نافرمانی معرفی کرده است. به اعتقاد جینو، آینده از آن نافرمان هاست.
در این زمانه بی رحم و مملو از رقابت، پرورش استعداد نافرمانی همان چیزی است که اجازه می دهد کسب وکارها پیشرفت کنند و احساس رضایت بیشتری از زندگی داشته باشیم.
خلاصه آنرا در پاکست کتاب باز باصدای دکتر شکوری می توانید گوش دهید.
این کتاب مشابه "نافرمانی مدنی" هنری دیوید ثورو یا کتاب "انسان طاغی" آلبرکامو نیست بلکه نافرمانی در شکستن قوانین کار و زندگی هست
از پشت جلد کتاب:
اسم نافرمان ها بد در رفته است. همه فکر می کنند آنها متخلف و مسبب هرج و مرج هستند. اما نافرمان ها گاهی کسانی هستند که با نگرش غیرمتعارفشان، دنیا را به جایی بهتر تبدیل می کنند. آنها به جای ماندن در حاشیه امن و واپس گرایی به سوی سنت ها، از وضع موجود سرپیچی می کنند. آنها استاد نوآوری و بازآفرینی اند و چیزهای زیادی برای آموختن به ما دارند.
فرانسسکا جینو پس از ده سال مطالعه در مورد انواع نافرمانی در اقصی نقاط جهان، این کتاب را نوشت. او از بوتیک های بسیار شیک در ایتالیا گرفته تا بهترین رستوران های زنجیره ای و مشهورترین استودیوهای انیمیشن سازی، به جستجوی نافرمان ها رفته و افرادی را به عنوان نماد استعداد نافرمانی معرفی کرده است. به اعتقاد جینو، آینده از آن نافرمان هاست.
در این زمانه بی رحم و مملو از رقابت، پرورش استعداد نافرمانی همان چیزی است که اجازه می دهد کسب وکارها پیشرفت کنند و احساس رضایت بیشتری از زندگی داشته باشیم.
خلاصه آنرا در پاکست کتاب باز باصدای دکتر شکوری می توانید گوش دهید.
May 20, 2020
Gino pulls together many anecdotes, studies and experience to build up a picture of what constitutes rebel talent and rebel leadership. The main premise unfolds slowly; it takes patience to work through all the stories and discussion to get to the point. I enjoyed the stories and did get some good food for thought.
February 23, 2019
Some good stories in this book, so I'm glad I read it. And I'm a fan of the central idea that rebellious attitudes towards work create greater value than traditional, hierarchical, and non-creative approaches. But I thought the book lacked focus, splashing around in the shallows of unrelated topics and failing to connect them well enough.
Currently reading
December 28, 2024Rebels recognize that it is more important for the team to work well and get the job done than it is to display their power or respect some formal hierarchy.
“When we challenge ourselves to move beyond what we know and can do well, we rebel against the comfortable cocoon of the status quo, improving ourselves and positioning ourselves to contribute more to our partners, coworkers, and organizations�
TBA BT
- conformity is bad for business and our happiness
- Psychological studies show that peer pressure can be so strong that it pushes us to make poor decisions just to fit in.
- in the workplace, conformity shows up in various forms: mimicking the behavior of others, dressing a certain way, suppressing personal beliefs, and routinely agreeing with managers or team decisions � even when they’re flawed. Research indicates that when people don’t feel true to themselves at work, it’s often because they’re yielding to these social pressures. In short, they feel inauthentic
- Comfort with the status quo is another big driver of conformity. In many organizations, standard procedures and traditional ways of thinking shape performance and decision-making. But sticking to these familiar paths can trap companies in outdated practices, stifling innovation and adaptability.
- It’s estimated that less than 10 percent of employees currently work in environments that truly encourage breaking the mold. This conformity hangover comes from outdated management styles that prize efficiency over creativity.
- hen people can be their true selves at work, they’re not just happier � they’re more engaged and committed. Research backs this up. MBA graduates and teachers who felt they could be real at their jobs had better engagement and got higher marks on performance reviews than their play-it-safe peers.
- Leaders can keep this momentum going. They can encourage employees to reflect on their personal strengths and how these can be woven into their daily work. This shouldn’t be a one-time thing � think of performance reviews or team meetings as opportunities to remind everyone to bring their whole selves to work.
- By stepping away from excessive conformity and encouraging a culture of individual expression and innovative thinking, companies unlock a powerhouse of creativity and commitment.
- in short, widening our lens in the workplace doesn’t just help us see better; it allows us to reach further. It’s about creating a culture where diverse perspectives are actively sought out and celebrated.
- Conformity, as we’ve seen, is often a default mode for many of us. From early on, we learn the importance of fitting in and, as we climb the professional ladder, the stakes get even higher. Organizations often unknowingly push us to leave a big part of who we are at the door. This stifles personal growth, and dampens engagement and innovation. The remedy? A dash of rebellion. Becoming comfortable with being a bit unconventional can enhance how you enjoy and excel in your work.
- Identifying what type of rebel you naturally are can help you harness your unique strengths and tackle areas where you might not be as strong. Whether it’s resisting external pressures to conform or challenging your own tendencies to choose comfort over creativity, understanding your rebel profile is the first step. This isn’t about labeling yourself as good or bad but rather recognizing where you have room to grow and seize opportunities.
- Leaders should be clear about what needs to be achieved but open about how to get there. This freedom can transform an ordinary workplace into a dynamic and fun environment. By liberating your own inner rebel, you might just be surprised at the ripple effect it creates, leading to a more fulfilled and productive team.
“When we challenge ourselves to move beyond what we know and can do well, we rebel against the comfortable cocoon of the status quo, improving ourselves and positioning ourselves to contribute more to our partners, coworkers, and organizations�
TBA BT
- conformity is bad for business and our happiness
- Psychological studies show that peer pressure can be so strong that it pushes us to make poor decisions just to fit in.
- in the workplace, conformity shows up in various forms: mimicking the behavior of others, dressing a certain way, suppressing personal beliefs, and routinely agreeing with managers or team decisions � even when they’re flawed. Research indicates that when people don’t feel true to themselves at work, it’s often because they’re yielding to these social pressures. In short, they feel inauthentic
- Comfort with the status quo is another big driver of conformity. In many organizations, standard procedures and traditional ways of thinking shape performance and decision-making. But sticking to these familiar paths can trap companies in outdated practices, stifling innovation and adaptability.
- It’s estimated that less than 10 percent of employees currently work in environments that truly encourage breaking the mold. This conformity hangover comes from outdated management styles that prize efficiency over creativity.
- hen people can be their true selves at work, they’re not just happier � they’re more engaged and committed. Research backs this up. MBA graduates and teachers who felt they could be real at their jobs had better engagement and got higher marks on performance reviews than their play-it-safe peers.
- Leaders can keep this momentum going. They can encourage employees to reflect on their personal strengths and how these can be woven into their daily work. This shouldn’t be a one-time thing � think of performance reviews or team meetings as opportunities to remind everyone to bring their whole selves to work.
- By stepping away from excessive conformity and encouraging a culture of individual expression and innovative thinking, companies unlock a powerhouse of creativity and commitment.
- in short, widening our lens in the workplace doesn’t just help us see better; it allows us to reach further. It’s about creating a culture where diverse perspectives are actively sought out and celebrated.
- Conformity, as we’ve seen, is often a default mode for many of us. From early on, we learn the importance of fitting in and, as we climb the professional ladder, the stakes get even higher. Organizations often unknowingly push us to leave a big part of who we are at the door. This stifles personal growth, and dampens engagement and innovation. The remedy? A dash of rebellion. Becoming comfortable with being a bit unconventional can enhance how you enjoy and excel in your work.
- Identifying what type of rebel you naturally are can help you harness your unique strengths and tackle areas where you might not be as strong. Whether it’s resisting external pressures to conform or challenging your own tendencies to choose comfort over creativity, understanding your rebel profile is the first step. This isn’t about labeling yourself as good or bad but rather recognizing where you have room to grow and seize opportunities.
- Leaders should be clear about what needs to be achieved but open about how to get there. This freedom can transform an ordinary workplace into a dynamic and fun environment. By liberating your own inner rebel, you might just be surprised at the ripple effect it creates, leading to a more fulfilled and productive team.
July 27, 2018
Gino teaches MBA at Harvard Business School. Rebel talents are leader who do things the non-traditional way. Gino is Italian so she is fascinated by Chef Bottura who dropped out of law school to start a Michelin-star restaurant. He has inspiring books in a library for his staff to read and he invites speakers to talk to his staff and make dishes out of the topics shared. She also introduced other leaders in Pixar and Campbell, who have decidedly unorthodox ways to manage their staff. Staff are encouraged to disagree, to spar with each other.
Lots of research are used to support her case studies, such as: diverse teams make people uncomfortable but perform better because they void group think. Believing in people make then perform better. Boredom is the bane of good performance in work and therefore even for mundane jobs like working in a fast food restaurant, just by keeping the roster a secret, staff find work more interesting. Giving people unexpected gifts for work make them much happier and had actually been used to improve performance. Being authentic and share your failures make you real, likeable and employable. Steve Jobs famously forced Pixar staff from different departments to mix in the common area in the middle to create serendipity. Conant turned Campbell around from because he went around and developed his staff, helping them solve problems they encounter. Pirates are most democratic. These and many more examples, told skilfully by Gino, make for a fun read.
Lots of research are used to support her case studies, such as: diverse teams make people uncomfortable but perform better because they void group think. Believing in people make then perform better. Boredom is the bane of good performance in work and therefore even for mundane jobs like working in a fast food restaurant, just by keeping the roster a secret, staff find work more interesting. Giving people unexpected gifts for work make them much happier and had actually been used to improve performance. Being authentic and share your failures make you real, likeable and employable. Steve Jobs famously forced Pixar staff from different departments to mix in the common area in the middle to create serendipity. Conant turned Campbell around from because he went around and developed his staff, helping them solve problems they encounter. Pirates are most democratic. These and many more examples, told skilfully by Gino, make for a fun read.
March 24, 2019
Rebel Talent: Why It Pays to Break the Rules at Work and in Life
by Francesca Gino (Author)
Francesca Gino is an award-winning researcher and teacher, and a tenured professor at Harvard Business School.
This Is A Book Required To read And Develop Self Confidence And Energy In Ourselves. Author Present Book in a Most Effective Way and Try To explain How We Rebel In Such A Way To Get Success In Our Professional Lives. Book covers Various Examples of Peoples Who Adopt A Rebel Way To Achieve Something Different In Their Lives , I Think The Experience of Author And Understanding The Behaviors of Peoples , Author Present The Topic In A Most Interesting Way. As Rebel Is A Negative Word But If You Adopt In Such A Way explain In The Book That Automatically Convert into Positive Way.
All The Lessons In The Book Present In Most Effective Way As The Readers Read And Understand How Rebel Talent Is Actually Gives Us.
The Book Covers Real Life Experiences And Case Studies of Various Peoples Through Which Readers read And Take Inspiration To Develop Same Skills And Motivation To Do Something Different In Their Professional fields.
I Think This A Good Book And Must Be Read If You Want To Convert Yourself Into A Highly Motivated Person As Well Boost Your Confidence By Applying Tricks Mentioned In The Book. This Is A kind of Book Helpful In Today Scenario Where We All facing A Issue of Depression And Low Confidence Due To Completive World as well Lifestyle. This Book Is A energy Booster For All of us
So Read And Enjoy The Book And Get Positive Moral Booster.
by Francesca Gino (Author)
Francesca Gino is an award-winning researcher and teacher, and a tenured professor at Harvard Business School.
This Is A Book Required To read And Develop Self Confidence And Energy In Ourselves. Author Present Book in a Most Effective Way and Try To explain How We Rebel In Such A Way To Get Success In Our Professional Lives. Book covers Various Examples of Peoples Who Adopt A Rebel Way To Achieve Something Different In Their Lives , I Think The Experience of Author And Understanding The Behaviors of Peoples , Author Present The Topic In A Most Interesting Way. As Rebel Is A Negative Word But If You Adopt In Such A Way explain In The Book That Automatically Convert into Positive Way.
All The Lessons In The Book Present In Most Effective Way As The Readers Read And Understand How Rebel Talent Is Actually Gives Us.
The Book Covers Real Life Experiences And Case Studies of Various Peoples Through Which Readers read And Take Inspiration To Develop Same Skills And Motivation To Do Something Different In Their Professional fields.
I Think This A Good Book And Must Be Read If You Want To Convert Yourself Into A Highly Motivated Person As Well Boost Your Confidence By Applying Tricks Mentioned In The Book. This Is A kind of Book Helpful In Today Scenario Where We All facing A Issue of Depression And Low Confidence Due To Completive World as well Lifestyle. This Book Is A energy Booster For All of us
So Read And Enjoy The Book And Get Positive Moral Booster.
July 25, 2018
Breaking the Rules Can Be Innovative
Harvard School of Business professor, Francesca Gino has studied talent for years and writes a fascinating and engaging book in REBEL TALENT. In the introduction, she writes, “Over the years, I saw how much rule breaking is associated with innovation. I followed stories of corporate corruption and misconduct, yes, but also stories of courage. Thse were stories of rule breaking that brought positive change and, in ways big and small, made the world a better place.� (Page xiv)
The book is filled with interesting stories. As Gino writes later, “In this book, I’ve introduced you to the talents that we see again and again, in rebels: novelty, curiosity, perspective, diversity and authentic. What is fascinating, though, is what binds all these “talents� together. They are all paths to engagement.� (Page 174-175)
I enjoyed reading REBEL TALENT and read it cover to cover. I highly recommend this book.
Harvard School of Business professor, Francesca Gino has studied talent for years and writes a fascinating and engaging book in REBEL TALENT. In the introduction, she writes, “Over the years, I saw how much rule breaking is associated with innovation. I followed stories of corporate corruption and misconduct, yes, but also stories of courage. Thse were stories of rule breaking that brought positive change and, in ways big and small, made the world a better place.� (Page xiv)
The book is filled with interesting stories. As Gino writes later, “In this book, I’ve introduced you to the talents that we see again and again, in rebels: novelty, curiosity, perspective, diversity and authentic. What is fascinating, though, is what binds all these “talents� together. They are all paths to engagement.� (Page 174-175)
I enjoyed reading REBEL TALENT and read it cover to cover. I highly recommend this book.
March 27, 2020
I started this book because I had heard the author being interviewed on The Hidden Brain program on NPR. The topic seemed interesting and she told a great story.
As it is, I am not unhappy about buying the book, nor am I unhappy reading it. Francesca Gino is a great story teller, she is able to extract the lessons she wanted from the stories and her descriptions of the stories are excellent. Her firsthand stories of her teaching business executives at Harvard, her and her husbands venture in to the world of improv comedy, and most interestingly, her apprenticeship at the Osteria Francescana with Chef Massimo Bottura captured my full attention. In fact, it is her continuous reference back to the chef and the restaurant that kept me interested.
Her stories throughout the book, whether it is her tour of the Pixar facilities and the retelling of “Sully� Sullenberger story were well done and she is a very capable yarn spinner, and she is quite adept at focusing the stories into her main points about being a rebel in the button down world of today’s business.
The book is split into eight chapters and she lays out the landscape of what being a rebel means in today’s world. The main points that she emphasizes: having an eye for the new and the novel, having a different perspective that is well considered and consciously rational, the importance of diversity, being authentic in your actions, and being actively engaged, are actually gospel in today’s church of the innovative management. I don’t think anyone would argue with her conclusions.
That is precisely the problem: the points that she attributes to the qualities of a rebel has been covered ad nauseum in other business books. It seems that every important point she brings up are familiar to me. It means that either I have read too many of these kinds of books or she is treading old ground. It is probably a combination of both, but I was actually a bit disappointed that there is not more substance to the secret of being the rebel.
Having said that, it must be pointed out that the title is still apt: the status quo in American business is still at a point where all the points that the writer made are not the norm, that senior management are clinging to their old ways by reflex and familiarity. The behavior that she is promoting can indeed be seen rebellious. It is just that all this has been said before. If this book does play a role as catalyst in changing the status quo of American business and management. Then I am all for it.
In the end, I enjoyed the read, the author has a nice style, and when she talks about Osteria Francescana, I am fully riveted, because that is a world that I am unfamiliar, and I learned. I just wish that she had more original points to make.
As it is, I am not unhappy about buying the book, nor am I unhappy reading it. Francesca Gino is a great story teller, she is able to extract the lessons she wanted from the stories and her descriptions of the stories are excellent. Her firsthand stories of her teaching business executives at Harvard, her and her husbands venture in to the world of improv comedy, and most interestingly, her apprenticeship at the Osteria Francescana with Chef Massimo Bottura captured my full attention. In fact, it is her continuous reference back to the chef and the restaurant that kept me interested.
Her stories throughout the book, whether it is her tour of the Pixar facilities and the retelling of “Sully� Sullenberger story were well done and she is a very capable yarn spinner, and she is quite adept at focusing the stories into her main points about being a rebel in the button down world of today’s business.
The book is split into eight chapters and she lays out the landscape of what being a rebel means in today’s world. The main points that she emphasizes: having an eye for the new and the novel, having a different perspective that is well considered and consciously rational, the importance of diversity, being authentic in your actions, and being actively engaged, are actually gospel in today’s church of the innovative management. I don’t think anyone would argue with her conclusions.
That is precisely the problem: the points that she attributes to the qualities of a rebel has been covered ad nauseum in other business books. It seems that every important point she brings up are familiar to me. It means that either I have read too many of these kinds of books or she is treading old ground. It is probably a combination of both, but I was actually a bit disappointed that there is not more substance to the secret of being the rebel.
Having said that, it must be pointed out that the title is still apt: the status quo in American business is still at a point where all the points that the writer made are not the norm, that senior management are clinging to their old ways by reflex and familiarity. The behavior that she is promoting can indeed be seen rebellious. It is just that all this has been said before. If this book does play a role as catalyst in changing the status quo of American business and management. Then I am all for it.
In the end, I enjoyed the read, the author has a nice style, and when she talks about Osteria Francescana, I am fully riveted, because that is a world that I am unfamiliar, and I learned. I just wish that she had more original points to make.
February 1, 2019
[3,5 stars]
The book starts strong, with an interesting story about a small Italian restaurant in a small city of Modena, recently named the number one restaurant at The World’s 50 Best Restaurants Awards. The chef and owner is a unique, very positive character, and his approach to food and life is quite special.
But somewhere along the way, the book dilutes into a collection of seemingly unrelated short stories, out of which the author tries to distill strategies to encourage creative thinking within the reader and whomever they will be working with. Many of these stories have already been told many times before, while others seemed to only be superficially touched upon, just so that a convenient conclusion could be made.
Still a solid read, but I wasn't overly thrilled in the end.
The book starts strong, with an interesting story about a small Italian restaurant in a small city of Modena, recently named the number one restaurant at The World’s 50 Best Restaurants Awards. The chef and owner is a unique, very positive character, and his approach to food and life is quite special.
But somewhere along the way, the book dilutes into a collection of seemingly unrelated short stories, out of which the author tries to distill strategies to encourage creative thinking within the reader and whomever they will be working with. Many of these stories have already been told many times before, while others seemed to only be superficially touched upon, just so that a convenient conclusion could be made.
Still a solid read, but I wasn't overly thrilled in the end.
March 28, 2020
Kitabın Türkçe'si var mı bilemedim ama büyük umutlarla başladığım bu kitap roman havasındaydı; hikayeler konudan sapmanıza neden oluyordu, yazar memleketi İtalya kültüründen, eşiyle yapacakları düğün gibi örneklerle kitabı genişletmek istemiş gibiydi ama o hikayelerden ne anlamalıydım, pek çıkaramadım...
The book sells an idea but when you start to read, you can easily forget the main thing. I couldn't connect rebel talent with stories in it.
The book sells an idea but when you start to read, you can easily forget the main thing. I couldn't connect rebel talent with stories in it.
January 3, 2021
There were about twelve copies of this book abandoned in the hallway of my work building and now I know why. I’ve heard many of these anecdotes from other sources and the overall organization of the book was a disaster. Very repetitive and I felt that many of the examples did not even relate to the concept of rebellion. Back to the hallway it goes
March 11, 2019
Equal parts scholarly research, professional case studies and personal stories, this book adeptly addresses the reasons to rebel in the workplace (and to promote a non-conformist culture).
January 13, 2020
Not as good as I hoped - having become a big fan of Francesca Gino from her features on the Hidden Brain podcast. This book was full of confirmation bias for me - summarized what I believe and adhere to with stories and social research. Can't say that I learned much new, but am equipped with more ammo about the benefit of curiosity, seeking contrarian perspectives, how constraints drive curiosity, how to portray power from low status by showcasing surprise, and the power of being a man of the people. A few good stories and notes to refer back to:
Studying Massimo Bottura - chef behind Osteria Francescana, who dropped out of law school after 2 years (went to please his father).
"This connection - between rule breaking and passion for one's work {…} The two so often go together" [p10]
Five core elements of rebel talent [p11]:
1) Novelty seeking
2) Curiosity: child-like impulses
3) Perspective: able to broaden view of world and see it as others do
4) Diversity: tendency to challenge predetermined social roles
5) Authenticity: remain open and vulnerable to connect with others and learn from them
What made Napoleon Bonaparte such an effective military commander and leader:
- introduced the corps system that organized troops into mini-armies. Enabled much faster and more flexible troop movement, movement not seen since Subuthai.
- He also fought alongside his troops in the trenches, took over canon sighting as a general at the Battle of Lodi (usually reserved for corporals).
- Introduced the Napoleonic Code - legal system based on everyone equal before the law. Forbade birthright privilege, granted freedom of religion, and indicated that government jobs should be awarded on merit vs. rank. [p16]
Signals: Napoleon jumping into battle showed a strong signal - he was different, breaking the rules. Was respected for doing a lower position because of his talent. Like professors who wear t-shirts or red sneakers instead of dress shoes are rated as higher status, "perception that an individual is consciously choosing not to conform is critical." [p25]
Key to relationship preservation: novelty over stability. Study of 274 married people showed that of the 40% saying that they are still very intensely in love, was linked to sharing novel activities. Same goes for work fulfillment - those that learned new skills / met new colleagues / felt challenged (had novelty) reported higher work satisfaction and longevity desire; stability did not bring these benefits.[p45]
Study about participants doing a brain teaser and having a partner either offer well wishes or ask for advice. "Participants who had a partner who asked them for advice rated the advice seeker higher on competence. They also indicated that they would be more likely to turn to their partner for advice. Thus, contrary to what we tend to believe, asking for advice increases rather than decreases how competent we are perceived to be. We underestimate how flattering it is to be asked for advice. By asking questions, we give others the opportunity to share their personal experience and wisdom, thus stroking their ego. Curiosity is a way of being rebellious in the world." [p58]
High power leaders take too much "airtime" and are less likely to listen - missing out on critical information from their teams, and demotivate those around them [p88]
Analogy for how to cut diamonds without fracture - technique to identify stress points from de-seeding peppers. Place them in a high pressure chamber and they will fracture at their weakest points already. [p95]
"Wisdom means rejecting the feeling of knowing." [p99]
Study on frat houses working together in teams to solve a mystery. Diverse groups (based on those with members from outside of the same fraternity or sorority) judged interactions with their team as less effective than homogenous teams; but results were the opposite. Adding an outsider increased the group's chance of success from 29 to 60%. [p122]
"No one man can, for any considerable time, wear one face to himself, and another to the multitude, without finally getting bewildered as to which is the true one." - Nathaniel Hawthorne, the Scarlet Letter [p126]
Key to success of rebels is that they are engaged; being outsiders means they have abundant energy and mental resilience. [p154]
Story of Doug Conant at Campbell's Soup - used unpredictability (surprise) to improve engagement. Wrote 30,000 handwritten thank you notes. [p167]
Story of JFK visiting NASA in 1962. Saw a janitor fully immersed in sweeping the room that the president was touring. "Hi, I am Jack Kennedy, what are you doing here?" "I'm helping put a man on the moon, Mr. President." [p167]
Example of the democratic principles of pirates, as compared to hereditary nature of naval ships. Slavery was rampant at the time, but when out at sea blacks were recognized as equals by merit. Had the right to vote, equal share of booty, could bear arms, and were even captains of crews that were predominantly white. [p169]
8 principles of rebel leadership [p174]
1) Seek out the new
2) Encourage constructive dissent
- Alfred Sloan at GM at a critical meeting "I take it we are all in complete agreement on the decision here� Then I propose we postpone further discussion until our next meeting to give ourselves some time to develop disagreements and perhaps gain some understanding of what the decision is all about." [p178]
3) Open conversations, don't close them
4) Reveal yourself and reflect: don't try to be who you are not
5) Learn everything - then forget everything. Example of Chef Bottura creating his 5 cheese dish - with each type of cheese aged and prepared differently
6) Find freedom in constraints - Dr. Seuss wrote Green Eggs and Ham on a bet with Bennett Cerf (co-founder of Random House) that he could write a whole book with only 50 different words
7) Lead from the Trenches - French pirate Francois Le Clerc (#13 spot on Forbes's list of highest earning pirates and Napoleon
8) Foster Happy Accidents (serendipity)
- "Rebels know the value of happy accidents. They believe in workspaces and teams that cross-pollinate. The rebel realizes that a mistake may unlock a breakthrough" [p185]
"We tend to think that the more we have to do, the less time and mental space we will have for other tasks […] This is another secret of the rebel: What seem like tangents, or doing extra - or helping someone when it seems that there is no time - become paths to a more vibrant life. Doing more gives us more." [p191]
Rebel Quotient test -rebeltalents.org
The Pirate
Like a pirate, you seek uncharted seas, and are fearless (mostly!) about what you might discover. You resist pressure to follow the actions and thinking of others, and you don’t let bad psychological habits, such as close-mindedness, hold you back.
You make use of all five rebel talents: novelty, curiosity, perspective, diversity, and authenticity. You are particularly strong in the talent for curiosity, which leads you to explore, to stay focused on learning, and to approach the world asking why and how, as children naturally do.
To develop your rebel talent, consider how you might encourage others to constructively break the rules. Here’s something to try tomorrow: Think of someone you know who has a lot of potential, but seems reluctant to share it. Ask about a challenge they are facing, and think of what you could do to help them see the problem from another perspective, or see in themselves a strength they may be missing
Studying Massimo Bottura - chef behind Osteria Francescana, who dropped out of law school after 2 years (went to please his father).
"This connection - between rule breaking and passion for one's work {…} The two so often go together" [p10]
Five core elements of rebel talent [p11]:
1) Novelty seeking
2) Curiosity: child-like impulses
3) Perspective: able to broaden view of world and see it as others do
4) Diversity: tendency to challenge predetermined social roles
5) Authenticity: remain open and vulnerable to connect with others and learn from them
What made Napoleon Bonaparte such an effective military commander and leader:
- introduced the corps system that organized troops into mini-armies. Enabled much faster and more flexible troop movement, movement not seen since Subuthai.
- He also fought alongside his troops in the trenches, took over canon sighting as a general at the Battle of Lodi (usually reserved for corporals).
- Introduced the Napoleonic Code - legal system based on everyone equal before the law. Forbade birthright privilege, granted freedom of religion, and indicated that government jobs should be awarded on merit vs. rank. [p16]
Signals: Napoleon jumping into battle showed a strong signal - he was different, breaking the rules. Was respected for doing a lower position because of his talent. Like professors who wear t-shirts or red sneakers instead of dress shoes are rated as higher status, "perception that an individual is consciously choosing not to conform is critical." [p25]
Key to relationship preservation: novelty over stability. Study of 274 married people showed that of the 40% saying that they are still very intensely in love, was linked to sharing novel activities. Same goes for work fulfillment - those that learned new skills / met new colleagues / felt challenged (had novelty) reported higher work satisfaction and longevity desire; stability did not bring these benefits.[p45]
Study about participants doing a brain teaser and having a partner either offer well wishes or ask for advice. "Participants who had a partner who asked them for advice rated the advice seeker higher on competence. They also indicated that they would be more likely to turn to their partner for advice. Thus, contrary to what we tend to believe, asking for advice increases rather than decreases how competent we are perceived to be. We underestimate how flattering it is to be asked for advice. By asking questions, we give others the opportunity to share their personal experience and wisdom, thus stroking their ego. Curiosity is a way of being rebellious in the world." [p58]
High power leaders take too much "airtime" and are less likely to listen - missing out on critical information from their teams, and demotivate those around them [p88]
Analogy for how to cut diamonds without fracture - technique to identify stress points from de-seeding peppers. Place them in a high pressure chamber and they will fracture at their weakest points already. [p95]
"Wisdom means rejecting the feeling of knowing." [p99]
Study on frat houses working together in teams to solve a mystery. Diverse groups (based on those with members from outside of the same fraternity or sorority) judged interactions with their team as less effective than homogenous teams; but results were the opposite. Adding an outsider increased the group's chance of success from 29 to 60%. [p122]
"No one man can, for any considerable time, wear one face to himself, and another to the multitude, without finally getting bewildered as to which is the true one." - Nathaniel Hawthorne, the Scarlet Letter [p126]
Key to success of rebels is that they are engaged; being outsiders means they have abundant energy and mental resilience. [p154]
Story of Doug Conant at Campbell's Soup - used unpredictability (surprise) to improve engagement. Wrote 30,000 handwritten thank you notes. [p167]
Story of JFK visiting NASA in 1962. Saw a janitor fully immersed in sweeping the room that the president was touring. "Hi, I am Jack Kennedy, what are you doing here?" "I'm helping put a man on the moon, Mr. President." [p167]
Example of the democratic principles of pirates, as compared to hereditary nature of naval ships. Slavery was rampant at the time, but when out at sea blacks were recognized as equals by merit. Had the right to vote, equal share of booty, could bear arms, and were even captains of crews that were predominantly white. [p169]
8 principles of rebel leadership [p174]
1) Seek out the new
2) Encourage constructive dissent
- Alfred Sloan at GM at a critical meeting "I take it we are all in complete agreement on the decision here� Then I propose we postpone further discussion until our next meeting to give ourselves some time to develop disagreements and perhaps gain some understanding of what the decision is all about." [p178]
3) Open conversations, don't close them
4) Reveal yourself and reflect: don't try to be who you are not
5) Learn everything - then forget everything. Example of Chef Bottura creating his 5 cheese dish - with each type of cheese aged and prepared differently
6) Find freedom in constraints - Dr. Seuss wrote Green Eggs and Ham on a bet with Bennett Cerf (co-founder of Random House) that he could write a whole book with only 50 different words
7) Lead from the Trenches - French pirate Francois Le Clerc (#13 spot on Forbes's list of highest earning pirates and Napoleon
8) Foster Happy Accidents (serendipity)
- "Rebels know the value of happy accidents. They believe in workspaces and teams that cross-pollinate. The rebel realizes that a mistake may unlock a breakthrough" [p185]
"We tend to think that the more we have to do, the less time and mental space we will have for other tasks […] This is another secret of the rebel: What seem like tangents, or doing extra - or helping someone when it seems that there is no time - become paths to a more vibrant life. Doing more gives us more." [p191]
Rebel Quotient test -rebeltalents.org
The Pirate
Like a pirate, you seek uncharted seas, and are fearless (mostly!) about what you might discover. You resist pressure to follow the actions and thinking of others, and you don’t let bad psychological habits, such as close-mindedness, hold you back.
You make use of all five rebel talents: novelty, curiosity, perspective, diversity, and authenticity. You are particularly strong in the talent for curiosity, which leads you to explore, to stay focused on learning, and to approach the world asking why and how, as children naturally do.
To develop your rebel talent, consider how you might encourage others to constructively break the rules. Here’s something to try tomorrow: Think of someone you know who has a lot of potential, but seems reluctant to share it. Ask about a challenge they are facing, and think of what you could do to help them see the problem from another perspective, or see in themselves a strength they may be missing
October 6, 2024
I enjoyed listening to this - but retained very little.
“To signal status, deviations from the norm must demonstrate one’s autonomy to behave consistently with one’s own inclinations and to pay for the cost of non-conformity.�
“Honeymoon, so named because in ancient Rome newlyweds would spend an entire phase of the moon eating a portion of honey at every mealtime.�
“Participants tended to favor sticking with the status quo when it was offered to them even as an objectively inferior choice.�
“In time we grasp a difficult truth about emotional experiences: they’re intensity fades.�
“When we challenge ourselves to move beyond what we know and can do well we rebel against the comfortable cocoon of the status quo, improving ourselves and positioning ourselves to contribute more to our partners, co-workers, and organizations.�
“The management scholar James March first wrote about this tradeoff between efficiency and innovation in 1991 - highlighting the contrast between exploitation and exploration in organizations. Exploration - or looking for and identifying new ideas and ways of doing things, involves risk taking experimentation, flexibility, play, discovery, and innovation. Exploitation, in contrast, involves improving and refining existing products and processes through efficiency, selection, implementation, and execution.�
“Curiosity was associated with a greater creative productivity.�
“Part of the reason we associate homogeneity with greater performance is our preference for information we can process easily. A bias that psychologists have named the fluency heuristic. Easy to digest information seems truer or more beautiful which explains why we often appreciate songs and artwork more as they become more familiar.�
“Being with others who are similar, the results suggest, leads us to think that we all have the same information which discourages engagement.�
“To signal status, deviations from the norm must demonstrate one’s autonomy to behave consistently with one’s own inclinations and to pay for the cost of non-conformity.�
“Honeymoon, so named because in ancient Rome newlyweds would spend an entire phase of the moon eating a portion of honey at every mealtime.�
“Participants tended to favor sticking with the status quo when it was offered to them even as an objectively inferior choice.�
“In time we grasp a difficult truth about emotional experiences: they’re intensity fades.�
“When we challenge ourselves to move beyond what we know and can do well we rebel against the comfortable cocoon of the status quo, improving ourselves and positioning ourselves to contribute more to our partners, co-workers, and organizations.�
“The management scholar James March first wrote about this tradeoff between efficiency and innovation in 1991 - highlighting the contrast between exploitation and exploration in organizations. Exploration - or looking for and identifying new ideas and ways of doing things, involves risk taking experimentation, flexibility, play, discovery, and innovation. Exploitation, in contrast, involves improving and refining existing products and processes through efficiency, selection, implementation, and execution.�
“Curiosity was associated with a greater creative productivity.�
“Part of the reason we associate homogeneity with greater performance is our preference for information we can process easily. A bias that psychologists have named the fluency heuristic. Easy to digest information seems truer or more beautiful which explains why we often appreciate songs and artwork more as they become more familiar.�
“Being with others who are similar, the results suggest, leads us to think that we all have the same information which discourages engagement.�
June 1, 2023
Have you ever seen someone acting outside the usual social norms in a discrete, but clear act of rebellion? How did that make you feel? Here’s an example- my friend Phil wears awesome shoes, but what makes them awesome from my perspective is that they are usually very bright and colorful and fun and paired with business casual clothes. It’s his way of reminding himself to just be himself or a reminder that he doesn’t have to conform. That’s the spirit of this book. Gino tells all about the rebels like Napoleon, the pirate Black Beard, and Houdini. She breaks down principles like embracing nonconformity, using curiosity, embracing discomfort, and overcoming our biases. Gino uses stories, research, and practical lessons throughout the book to reinforce these principles. I found the book to be a little underwhelming. Maybe I’ve been a rebel my whole life. We were taught to do right and lean into hard things, but no one ever told us that would be easy or popular. I kept reading, waiting for more ideas about how to be even more rebellious, but they never came. I guess I’m a rebel, or at least understand rebel thinking in more ways than I appreciated. Also, I thought the book had a huge hole in it. Nowhere did it mention the biggest rebel I know. The Jewish teacher who turned the world upside down, lived and taught nonconformity, curiosity, and overcoming our biases, and used curiosity to change people’s hearts. That’s the rebel I want to be like. Maybe that’s why the book fell a little flat for me - I’ve already seen all the lessons in brighter colors in the story of Jesus and being lived by my heroes (parents).
(Rated PG, Score 6/10, audiobook read by Tamara Marston, 7:56)
(Rated PG, Score 6/10, audiobook read by Tamara Marston, 7:56)
June 2, 2019
Can you agree with nearly everything in a book and still find it mediocre? For that is the quandry I find myself in with 'Rebel Talent.'
The book is not really about 'rebels', per se, but about the value of intellectual curiosity. Leading examples include Sully, the US Airways Flight 1549 pilot who safely landed in the Hudson River after encountering a flock of geese soon after takeoff; and Blazers coach Maurice Cheeks who came to the aid of a thirteen-year-old girl who faltered while singing the national anthem. Neither Sully nor Cheeks are rebels. They both, however, share a trait that Gino values: the penchant to ask "what could be?" instead of "what should be?" when confronted with challenging scenarios.
I value that trait, as well, and value the examples in this book, which turns out to be good, but not great.
The book is not really about 'rebels', per se, but about the value of intellectual curiosity. Leading examples include Sully, the US Airways Flight 1549 pilot who safely landed in the Hudson River after encountering a flock of geese soon after takeoff; and Blazers coach Maurice Cheeks who came to the aid of a thirteen-year-old girl who faltered while singing the national anthem. Neither Sully nor Cheeks are rebels. They both, however, share a trait that Gino values: the penchant to ask "what could be?" instead of "what should be?" when confronted with challenging scenarios.
I value that trait, as well, and value the examples in this book, which turns out to be good, but not great.
December 31, 2023
The author, Francesca Gino, a Harvard Business School professor has recently been accused of data frauds, in specific: four of her papers contain falsified data.
This made the whole book less trustworthy, but I have decided to still give it a try. What I liked about it is that I have learned a few facts about successful people in history such as Napoleon, Olivetti’s CEO Adriano Olivetti and his innovative approach for the company and its employees, and about the Italian Michelin chef Massimo Bottura and his way of managing the Osteria Francescana. Overall not a must-read, but since I got it as a gift, I wanted to give it a try and found a few useful information.
This made the whole book less trustworthy, but I have decided to still give it a try. What I liked about it is that I have learned a few facts about successful people in history such as Napoleon, Olivetti’s CEO Adriano Olivetti and his innovative approach for the company and its employees, and about the Italian Michelin chef Massimo Bottura and his way of managing the Osteria Francescana. Overall not a must-read, but since I got it as a gift, I wanted to give it a try and found a few useful information.
February 7, 2022
I started this book because I had heard Francesca Gino on a Hidden Brain interview.
I'm only giving the book 2* because I was expecting more relevant insights (and maybe some that have not been covered over and over again in other books and articles).
So it wasn't much of a learning experience, but I must say, the author is a great storyteller (I found myself imagining Massimo Bottura's kitchen many times).
I'm only giving the book 2* because I was expecting more relevant insights (and maybe some that have not been covered over and over again in other books and articles).
So it wasn't much of a learning experience, but I must say, the author is a great storyteller (I found myself imagining Massimo Bottura's kitchen many times).
May 1, 2020
Den här boken handlar alltså inte om bråkig personal, utan hur människor som vågar ifrågasätta och gå sin egen väg kan bidra med mycket på en arbetsplats. Många bra exempel på rebeller och hur de har lyckats, och förklaringar om varför och beskrivningar av relevant forskning. 👍
October 4, 2019
Really enjoyed the real world examples and case studies the author walks through. Its an easy read and maybe nothing you don't already know or haven't heard but bring together all the ideas to remind you how to stay curious, keep learning and enjoy the process.
January 13, 2020
Feel-good pablum by name-dropping HBS prof with emphasis on wokeness. Not sure how you depict Sully and Mo Cheeks as rebels. Conflates innovation with rebellion.
October 24, 2022
I loved the stories in this book. It gave life to the book coupled with the empirical evidence of the studies. Everyone needs to read this book, not just leaders. Employees need to challenge the status quo and work in places where their voices are heard. So many insights taken from this book. Thank you!
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