the key practice for managers within these companies is that they try not to let their own biases and judgments play too large a role in determining which of the ideas they hear are the good ones, and thus worthy of implementation. Instead, they fall back whenever possible on the processes of iteration and experimentation to find unbiased evidence on the quality of a new idea. Managers, in other words, step away from their traditional roles as evaluators and gatekeepers of ideas. This shift is uncomfortable for some, who fear (with justification) that some bad ideas will see the light of day, but many of the most impressive companies and managers we’ve encountered believe the benefits are far greater than the risks.
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