Ranjay Gulati

So he said, how do you change the context in which people, not to underappreciate how context shapes our behavior.

So those three chapters are really true for anybody thinking about what is the context you can create in which people will find the ability to act more courageously.

That's really what I was trying to get at there.

Now, for the individual, the question I should ask is, we should all opt and self-select to be in contexts that encourage courageous behavior.

If we want to be courageous.

You know, some organizations do not.

Others do.

Let's pick one that everybody knows.

Netflix is something I talk about in the book.

So right now we look at Netflix and say, oh my God, how did these guys do it?

They took on Blockbuster, which had 7,000 stores.

They knocked Blockbuster out of business.

Then they shut down all their DVD rental warehouses, which they had used to knock out Blockbuster and moved into streaming.

Then they said, oh, streaming is costing us too much money because you have to pay Disney and everybody else.

Let's make our own content.

Oh, then by the way, if we're making our own content, let's make content in India and Turkey and South Africa and Brazil and everywhere else.

And you're like, who are these guys?

And then eventually they have to compete with Amazon, Apple, Disney, Paramount, and they're still winning the streaming war.

And you're like, who are these guys?

Reed Hastings was asked, who was the founder CEO, what do you do as CEO?