I'm in the storytelling business, and so you're always drawn to the unusual. And early on, I discovered that's the easiest way to tell stories... If you come up through a newspaper as I did, your whole goal is to get a story on the front page, and you only get something on the front page if it's unusual.

Did they know why they knew? Not at all. But the Knew!

The hope with Tipping Point was it would help the reader understand that real change was possible. With Blink, I wanted to get people to take the enormous power of their intuition seriously. My wish with Outliers is that it makes us understand how much of a group project success is. When outliers become outliers it is not just because of their own efforts. It's because of the contributions of lots of different people and lots of different circumstances.

So, it's a very, you know - maybe we're wrong in - you know, we go around thinking the innovator is the person who's first to kind of conceive of something. And maybe the innovation process continues down the line to the second and the third and the fourth entrant into a field.

Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions... by changing the experiences that comprise those impressions.

Incompetence is certainty in the absence of expertise. Overconfidence is certainty in the presence of expertise.

When people reflexively write checks to institutions that have billions of dollars in the bank, they are essentially committing a moral crime. Your money could do good in this world and you're choosing instead to waste it. People have to do a better job of that. You've got to find places where your money's going to do some good and direct your dollars towards that institution.