Charles tells Cassie he wants to join the army which leads Cassie to take a stand, while Lizzie fights to keep the school musical from getting canceled.
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Robert Sutton, Professor of Management Science and Engineering in the Stanford Engineering School, and Co-Director of the Center for Work, Technology, and Organization, talks about different methods to recognize a jerk. He identifies jerks from a victim’s perspective, studying different characte...
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Sutton talks about different work places, such as law firms and hospitals, where there is a lot of jerk behavior among workers. He adds that there are some places where jerks are institutionalized. He notes, however, that there are other work places where being a jerk is inefficient.
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Sutton explains that the majority of research money given to universities does not result in commercially viable products. However, continuing it is often more for the system than the result.
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When trying to foster innovation within an organization, Sutton feels that sometimes the best management is no management at all. He also stresses that creativity means selling, not just inventing something.
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Sutton talks about several important factors that turn people into jerks. He describes how being around many aggressive people will transform a person into a jerk. He also explains how pressure is a key contributor in building jerk behavior.
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Sutton illustrates two examples from his book "Weird Ideas that Work." He encourages people to ignore and defy superiors and peers, and suggests trying to learn anything from people who say they have solved the same problems you face.
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Too often, when companies realize they need to innovate and bring creativity into their company, they spend time discussing it but not implementing it. Sutton talks about some examples of that type of situation.
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While Sutton doesn’t think there is a true method to differentiate a good idea from a bad one, there are ways to help improve the chances of success, the main one being consulting customers or potential customers.
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