Itamar Gilad: recommendation

Transcript context

…Is there anything tactically you found to be useful and effective in giving people, say they don't work at Google. They work at companies where founders and bosses and execs are not as open to challenge. [inaudible 00:18:26] any tactically found about how to present a counter proposal or like, "Hey, I have this data that we should really pay attention to?" I think if you come with data, if you run a secret experiment and you come back and you show them you usually get one of two results. Either they get extremely mad at you and they tell you to get back to work and to do what you were told and in that case, probably you need to start polishing your resume and look for another place either inside the organization or outside it because that person is not being reasonable to be honest. But the more common case is they're pleasantly surprised and that's what happened with Steve Jobs, as well. He was against phones but then people showed him all sorts of evidence that Apple can make a phone. He was against multitouch initially but then he changed his mind, there was a lot of back and forth. So even, Steve Jobs, given evidence was willing to flip and I say this in many organizations. So evidence is so powerful, that's why this is the principle I based the book on. You have this concept of being evidence guided. People listening may feel like, "Hey, we're evidence guided, we're in experiments, we make decisions using data." Oftentimes they aren't actually and so what are signs that maybe you're not actually that evidence guided or as evidence guided as you think you are?…

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