Howard Gardner
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"Howard Earl Gardner" is an American developmental psychologist and the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education at Harvard University. He is currently the Senior Director of Harvard Project Zero, and since 1995, he has been the co-director of the Good Project.

Gardner has written hundreds of research articles

and over twenty books that have been translated into more than thirty languages. He is best known for his theory of multiple intelligences, as outlined in his book Frames of Mind: The Theory of Multiple Intelligences (1983).

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If I know you're very good in music, I can predict with just about zero accuracy whether you're going to be good or bad in other things.

Twenty-five years ago, the notion was you could create a general problem-solver software that could solve problems in many different domains. That just turned out to be totally wrong.

Over time and cultures, the most robust and most effective form of communication is the creation of a powerful narrative.

Being fast and not very spatial doesn't make you any better in spatial kinds of things; you probably just get the wrong answer more quickly.

Stories are the single most powerful tool in a leader's toolkit.

I often find that entrepreneurs think my theory is great. My interpretation is that they are people who weren't considered that smart in school because they didn't have good notation skills-you know, moving little symbols around.

Young children possess the ability to cut across the customary categories; to appreciate usually undiscerned links among realms, to respond effectively in a parallel manner to events which are usually categorized differently, and to capture these ori.

A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.

I think tolerating a certain degree of failure-not because it's good for you but because it's a necessary part of growth-is a very important part of the message the leadership can give.