James' World 2

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If you watch TV, especially conservative TV, you know Mike Lindell. He’s the guy who comes on every 10 minutes or so to sell his pillows for “the best night’s sleep in the whole wide world.” He’s also the guy who has sunk tens of millions of dollars into supporting investigations and lawsuits that claim the 2020 presidential election was stolen from Donald Trump.

And I just took him for $5 million.

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MyPillow Guy

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“Dust is a problem,” announces Zerline Lim, an associate principal engineer from Dyson’s Malaysian labs, during an hour-long presentation on dust and air science. For Dyson’s team, though, it’s less of a problem and more of a standing invitation — dust, to them, is a gateway into people’s lives.

You don’t need to tell me twice — I’m the sort of person who wakes up with watery eyes and pops a Zyrtec every day — and today, Dyson is unveiling a new range of cleaning products to address that sort of thing. It’s an unsurprisingly pricey set of gadgets that does more of the same robust cleaning and air filtering that the company has become known for. But this new set of toys is being introduced to a pandemic-driven world where our concerns around dust, air pollution, and germs have stoked interest in better and more powerful cleaning solutions.

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Dyson’s Singapore HQ

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“I think there are generally three categories that are going to be relatively insulated in the foreseeable future,” says Ford. “The first would be jobs that are genuinely creative: you’re not doing formulaic work or just rearranging things, but you’re genuinely coming up with new ideas and building something new.”

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What is the most bizarre real number that you can imagine? Probably many people think of an irrational number such as pi (π) or Euler’s number. And indeed, such values can be considered “wild.” After all, their decimal representation is infinite, with no digits ever repeating. Even such bonkers-looking numbers, however, together with all the rational numbers, make up only a tiny fraction of the real numbers, or numbers that can appear along a number line. (As a reminder, these are the kinds of numbers that can be used in all manner of familiar measurements, including time, temperature and distance.)

But it turns out that if you happened to pick out a number at random on a number line, you would almost certainly draw a “noncomputable” number. For such values, there is no way to determine them precisely.

The real numbers are made up of the rational and irrational numbers. The rational numbers (that is, numbers that can be written as the fraction ^p⁄_q, where p and q are integers) include the natural numbers (0, 1, 2, 3,…) and the integers (…, –2, –1, 0, 1, 2,…). The rest of the numbers on the number line are irrational numbers. These, too, can be divided into different categories—most of which we can’t even imagine.

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Meetings are critical for achieving goals, as they foster unity and facilitate communication, planning, and alignment — but only if they’re run effectively. Poorly run meetings negatively affect a team’s performance, cohesion, and ultimately its success in meeting its goals.

In a survey of senior managers, 71% said meetings are unproductive and inefficient. And a study of 20 organizations revealed that dysfunctional behaviors in meetings — like complaining or criticizing others — are associated with lower market share, less innovation, and lower employee engagement.

See if the following scenario sounds familiar: You receive a meeting invitation whose title is simply “Product Launch,” with no further details. You attend the meeting because your team handles a launch component and you want to ensure you’re not missing anything. Lisa, the team lead, introduces the new product line. However, within minutes, the conversation takes a turn when John, a senior marketing executive, starts complaining about the company’s culture and lack of support from upper management. This sparks an unrelated, heated debate about the company’s culture instead of the product launch. Everybody is confused and frustrated.

Over many years of working with teams and coaching team leaders, I’ve observed four dysfunctional behaviors that cause meetings to derail. To ensure productivity, efficiency, and effectiveness, managers need to know how to spot, prevent, and deal with these behaviors when they appear.

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Grass, mammals, penicillin, John Keats. None was successful right away.

Grasses struggled along in patches here and there for some 45 million years before, rather quickly, unfurling, almost blanketlike, across the continents. Mammals, as we know, were furry blurs underground and underfoot for more than 100 million years before ascending to prominence—and then dominance. The life-saving drug penicillin was abandoned by its discoverer and lay mostly neglected for more than a decade before it was ever administered to a single patient. And now-revered Romantic poet John Keats sold just a couple hundred volumes of his poetry in his life—only entering the canon decades after his death.

In fact, many lasting innovations, whether biological or cultural, were no overnight success. Instead, they emerged and managed to persist, in the shadows, until the time was just right for them to step into the limelight.

So argues biologist Andreas Wagner in his new book, Sleeping Beauties: The Mystery of Dormant Innovations in Nature and Culture. Wagner, a professor at the Institute of Evolutionary Biology and Environmental Studies at the University of Zurich, and a professor at the Santa Fe Institute, came to biology not as a boy fascinated by newts or lichens, but as a teenager enchanted by the prospect of uncovering principles that guide the natural world. In the lab, Wagner has pioneered models of gene networks. In the author’s chair, he has probed the puzzling natures of innovation and creativity.

He said he originally came to the concept of “sleeping beauties” from conversations with artists and with scientists, many of whom are often frustrated by their lack of success. “I think every scientist has written a paper that he or she thought was going to rock the world,” he says. “And then once the paper comes out, nobody’s interested in it. So there are two readings of that. First: The paper just sucks and it’s not important. Or: It’s waiting to be discovered.” And in the lab, he and his colleagues have found evidence of these “latent innovations” emerging in the DNA of living organisms. So, for the wide-ranging book, he says, “I wanted to put all of this together.”

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Success in nature and culture depends just as much on timing as it does on brilliance.

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