Learn or Die audiobook cover - Using Science to Build a Leading-Edge Learning Organization

Learn or Die

Using Science to Build a Leading-Edge Learning Organization

Edward D. Hess

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Corporate CultureManagement & LeadershipEducation

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Learn or Die
The Biology of Learning+
High Performance Learning Organization (HPLO)+
Critical Thinking Strategies+
Corporate Examples+

Quiz — Test Your Understanding

Question 1 of 8
According to the text, why is 'System 1' thinking potentially dangerous for a business?
  • A. It consumes too much of the brain's energy, leading to employee burnout.
  • B. It causes leaders to micromanage rather than delegate tasks.
  • C. It relies on autopilot and instinct, causing companies to miss new trends or alternatives to the status quo.
  • D. It prioritizes emotional responses over logical, data-driven decisions.
Question 2 of 8
Why does the author argue that Star Trek's Spock should NOT be your role model when it comes to learning?
  • A. True learning requires separating your rational mind from your emotional mind.
  • B. Completely logical thought is a fiction, as emotions are necessary for and closely networked with thinking.
  • C. Spock's reliance on 'gut' intuition often leads to biased decision-making.
  • D. Logical thinkers tend to be extrinsically motivated rather than intrinsically motivated.
Question 3 of 8
What is a defining characteristic of the extrinsically motivated learners that High Performance Learning Organizations (HPLOs) try to avoid?
  • A. They view problems as a challenge and an opportunity to expand their skills.
  • B. They are primarily fueled by the feeling of mastering a new concept.
  • C. They welcome constructive feedback to improve their internal self-efficacy.
  • D. They seek external approval, avoid failure, and primarily want to confirm how smart they are.
Question 4 of 8
How does a High Performance Learning Organization (HPLO), like Toyota, handle employee mistakes?
  • A. By encouraging employees to be honest about mistakes without the threat of punishment.
  • B. By implementing a strict 'three strikes' policy to ensure errors are not repeated.
  • C. By using System 1 thinking to quickly reprimand and correct the behavior.
  • D. By publicly shaming the employee so the entire team can learn from the error.
Question 5 of 8
In the context of workplace communication, what underlying message is often delivered by 'tellers' who prefer offering opinions over asking questions?
  • A. 'I am trying to foster a collaborative learning environment.'
  • B. 'I am smarter and know more than you.'
  • C. 'I want to challenge my own automatic assumptions.'
  • D. 'I value your input but we are short on time.'
Question 6 of 8
Why is it biologically easy for humans to get distracted or bored while listening to a conversation partner?
  • A. The brain's System 2 thinking automatically shuts down after 10 minutes of listening.
  • B. Humans process information at about 600 words per minute, but people only speak at about 100 to 150 words per minute.
  • C. Listening is an intrinsically motivated task that depletes the brain's energy faster than speaking.
  • D. The emotional centers of the brain override the auditory processing centers during long conversations.
Question 7 of 8
Which critical thinking strategy involves imagining that a proposed solution has already failed in order to identify overlooked risks?
  • A. The recognition-primed decision model
  • B. The insight process
  • C. A pre-mortem analysis
  • D. Humble inquiry
Question 8 of 8
How did the accounting software developer Intuit radically modify its approach when faced with a business slowdown?
  • A. By recording all employee conversations to ensure brutal honesty.
  • B. By adopting design thinking and giving employees time to develop personal projects.
  • C. By using the recognition-primed decision model to copy competitors' successful products.
  • D. By replacing its entire management team with intrinsically motivated leaders.

Learn or Die — Full Chapter Overview

Learn or Die Summary & Overview

Learn or Die (2014) makes a strong case for personal and organizational learning as a survival tool in today’s fast-paced business world. Full of practical tips, the book presents a framework for how individuals and organizations can create an environment that fosters life-long learning.

Who Should Listen to Learn or Die?

  • Team leaders, managers, CEOs and entrepreneurs
  • Career-minded employees looking to improve overall skills
  • Managers who want to build a learning organization

About the Author: Edward D. Hess

Edward D. Hess is a professor of business administration at the University of Virginia Darden School of Business. He has written a number of books on personal growth, leadership and entrepreneurship, including The Road to Organic Growth and Grow to Greatness.

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