Wisdom in fragments

Highly creative individuals tend to habituate more slowly. This slower habituation means that information stays in their minds longer, which can be distracting but also beneficial. The extended presence of information allows different bits of knowledge to collide and interact, leading to new ideas.

Neuroscientist known for research on optimism bias and decision-making

Research has shown that learning brings more joy than material rewards. In a study where participants were given money for doing well on a task, they felt happiest not when they received the money, but when they learned something new about the task.

Neuroscientist known for research on optimism bias and decision-making

There are things in our lives that aren't ideal, but because we've habituated to them, we're not as motivated to change them. This also applies to societal issues like racism or sexism—because they've been present for so long, we might not notice them as much and therefore feel less motivated to address them.

Neuroscientist known for research on optimism bias and decision-making

Research shows that individuals who are slower to habituate to negative events tend to be more prone to depression. This ability to habituate is crucial for moving forward.

Neuroscientist known for research on optimism bias and decision-making

Habituation is a very basic mechanism. It's something we find in every neuron and every system of our brain, including our fundamental abilities like perception. Essentially, we stop responding to and perceiving things that are not changing or are changing very gradually.

Neuroscientist known for research on optimism bias and decision-making

There was a significant psychological barrier; people were afraid of making mistakes and ruining their work. But when they saw this engaging, simple game on the screen, they understood what to do and felt successful. It broke down that fear and made people more comfortable with computers.

Creator of Tetris, the iconic video game

Tetris also has an incredibly long learning curve, which is unique. Most games, even very successful ones, have a steep learning curve that you can master relatively quickly. But in Tetris, the learning curve is gradual and seemingly endless. You continually feel like you're improving—getting faster, more skilled, and more savvy. It's just the magic of the game.

Creator of Tetris, the iconic video game

So, without thinking it through, I got a tourist visa and flew to Moscow. I didn't consider the repercussions or how risky it could be—I just did it. If Stein could go to Moscow, so could I. Others had gone there, and I knew tourists were allowed. So I went as a tourist, and we'd figure things out from there.

Tetris video game rights holder & Blue Planet Project founder

I looked at it and thought, 'How can something this simple be so compelling?' It was compelling enough for me to take time out of the Consumer Electronics Show to go back and play over and over. I mean, I was hooked from the first time I played it. I couldn't explain what was going on.

Tetris video game rights holder & Blue Planet Project founder

When the first real version of the game came to life on my screen—without any decorations, scoring, or anything, just the playing field and the pieces—I couldn't stop playing. I realized there was something truly magical about the game. But I could never have imagined what it would become; that was one of the biggest surprises.

Creator of Tetris, the iconic video game

At one point, while working on the rotation routine, I was watching a piece rotate on the screen. It was then that the idea struck me—the game could be played in real-time. That was the very first important 'aha' moment for Tetris.

Creator of Tetris, the iconic video game

One of the most powerful business skills is the ability to listen, not just act. As entrepreneurs and business leaders, if we're going to focus on what truly matters, it starts with understanding what matters.

Founder and former CEO of Panera Bread Company

Too often, organizations become like frogs in boiling water—gradually losing their competitiveness because everyone is afraid to take risks. The short-term pain of taking a risk seems more daunting than the long-term consequences, even though the long-term pain could be the loss of competitive advantage and, ultimately, the entire value of the enterprise.

Founder and former CEO of Panera Bread Company

As a large company CEO, I believe one of the most critical roles is driving innovation and transformation. In fact, the CEO has to be the 'Discoverer in Chief.' Over time, a divide often forms between the discovery people and the delivery people. The language of discovery is imaginative and poetic—'imagine if,' 'what if we tried this?'—while the language of delivery is pragmatic and data-driven—'prove it to me,' 'show me the numbers.'

Founder and former CEO of Panera Bread Company

Being an entrepreneur, or even running a large organization, is like being a society builder. The system is bigger than any individual. You can take the same person, place them in different environments—like the old Soviet Union versus the UK or the US—and get completely different outcomes. It's about the system.

Founder and former CEO of Panera Bread Company

If you don't love the act of doing, you'll never find happiness. If your motivation is glory or money, you're bound to be disappointed. If you're more excited about lunch with investment bankers or the Harvard Club than dealing with the day-to-day realities—like working with bakers or being deeply involved in the entity—you'll end up unhappy.

Founder and former CEO of Panera Bread Company