When a tapper taps, it is impossible for her to avoid hearing the tune playing along to her taps. The tappers got their message across one time in 40, but they thought they would get it across one time in two. But before they guessed, Newton asked the tappers to predict the probability that listeners would guess correctly. Listeners guessed only three of the songs correctly: a success ratio of 2.5%. Over the course of Newton’s experiment, 120 songs were tapped out. The listener’s job was to guess the song. In 1990, a Stanford University graduate student in psychology named Elizabeth Newton illustrated the curse of knowledge by studying a simple game in which she assigned people to one of two roles: “tapper” or “listener.” Each tapper was asked to pick a well-known song, such as “Happy Birthday,” and tap out the rhythm on a table. As a result, the strategies being touted don’t stick. But frontline employees, who aren’t privy to the underlying meaning, hear only opaque phrases. Top executives have had years of immersion in the logic and conventions of business, so when they speak abstractly, they are simply summarizing the wealth of concrete data in their heads. “Achieving customer delight!” “Becoming the most efficient manufacturer!” “Unlocking shareholder value!” One explanation for executives’ love affair with vague strategy statements relates to a phenomenon called the curse of knowledge.
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The primary differences between Google Drive, Google Shared drives, and Box are shown in the following table: Feature Able to limit permissions to individuals or display to everyone.A sync tool is available for Mac, Windows, and mobile devices.Available to Stanford community members with a full-service SUNet ID.The primary similarities between Google Drive and Box are: Most of the features of Google Drive, Google Shared drives and Box are very similar we recommend that you use the tool that is best for your team.
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