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Designers at restaurants, theme parks and elsewhere have investigated how to make waiting in line more pleasant. What they have learned has profound implications for all managers.
How Toyota solves problems, creates plans, and gets new things done while developing an organization of thinking problem-solvers.
Information-visualization guru and famed PowerPoint debunker Edward Tufte explains how businesses would think better, make better decisions and present themselves more powerfully if only they would learn to talk — both internally and externally — in facts.
How do some companies get their customers to do something that’s useful for the company but not really for the customer?
In her biography of the Nobel Prizewinning geneticist Barbara McClintock, Evelyn Fox Keller asks, “What enabled McClintock to see further and deeper into the mysteries of genetics than her colleagues?”1 Keller answers that McClintock was able to take the time to look and to hear what the material had to
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