What is *A Bigger Prize* by Margaret Heffernan about?

*A Bigger Prize* argues that societal overemphasis on competition stifles innovation, equity, and progress. Margaret Heffernan illustrates how collaboration, diversity, and cooperative systems in business, education, and science lead to greater collective success. Examples like open-source software development and inclusive corporate cultures demonstrate how shared goals outperform zero-sum rivalry.

Who should read *A Bigger Prize*?

Leaders, educators, policymakers, and anyone interested in organizational culture or societal reform will benefit. The book offers actionable insights for fostering teamwork, rethinking success metrics, and addressing systemic inequality. It’s particularly relevant for those seeking alternatives to toxic competition in workplaces or communities.

Is *A Bigger Prize* worth reading?

Yes, especially for its compelling case studies on cooperation’s benefits. While some critics note repetitive anecdotes, the book’s data-driven arguments—like a **58% innovation increase** in collaborative companies—make it a thought-provoking read for redefining achievement.

What are the main ideas in *A Bigger Prize*?

- Competition often breeds corruption, inequality, and risk. - Collaboration drives innovation and resilience (e.g., open-source projects). - Diverse teams solve complex problems more effectively. - Success should prioritize collective growth over individual "winning."

How does *A Bigger Prize* compare to other leadership books?

Unlike traditional leadership guides focused on outperforming rivals, Heffernan’s work emphasizes systemic change through trust and shared purpose. It aligns with concepts in *Dare to Lead* (Brené Brown) but critiques competition more sharply than *The Fifth Discipline* (Peter Senge).

What critiques exist about *A Bigger Prize*?

Some reviewers find the reliance on anecdotes overstatable, and critics argue Heffernan underestimates competition’s role in driving excellence. However, most agree the book succeeds in highlighting collaboration’s untapped potential.

How does Margaret Heffernan support her argument in *A Bigger Prize*?

Heffernan uses real-world examples: - Schools replacing rankings with collaborative learning saw improved student outcomes. - Companies like Linux thrived through open-source cooperation. - Scientific breakthroughs accelerated when researchers shared data openly.

What is a key quote from *A Bigger Prize*?

“The demolition derby of modern life has damaged our ability to work together.” This encapsulates the book’s thesis that hyper-competition erodes trust and creativity.

『競争をやめたら、私たちはもっと幸せになれる。』の要約

なぜ競争がすべてではないのか、そして私たちはどうすればより良くなれるのか

マーガレット・ヘファーナン

3.81(181 Reviews)

『競争をやめたら、私たちはもっと幸せになれる。』の要約の概要

「勝利こそがすべて」という考え方に異を唱える『A Bigger Prize』は、競争がいかにしてイノベーションを阻害しているかを明らかにしています。協力体制を敷いている企業は、そうでない企業に比べて特許数が58%も多いことをご存知でしょうか。マーガレット・ヘファーナンによる画期的な研究は、熾烈なライバルたちが失敗した一方で、なぜヒトゲノム計画が成功を収めたのか、その理由を解き明かしています。

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『競争をやめたら、私たちはもっと幸せになれる。』の要約をさまざまな学習スタイルで探る

競争をやめたら、私たちはもっと幸せになれる。の同じアイデアを、あなたに合う声・深さ・ペースで学べます。いつでも切り替えられます。

第1章

When Competition Becomes a Destructive Force

Have you ever watched a demolition derby? Cars smashing into each other until only one remains functional-a brutal spectacle of winners and losers that perfectly mirrors how competition has become our default motivator in society. This is the opening scene Margaret Heffernan presents in "A Bigger Prize," a book that challenges our fundamental assumptions about competition as the solution to everything from education to business to global challenges. The book has garnered attention from business leaders like Richard Branson and academics at institutions including Harvard and Oxford, who praise its counterintuitive message. Since its 2014 publication, it has influenced organizational psychology and management thinking, offering a refreshing alternative to the "win at all costs" mentality that dominates Western culture. What makes this work particularly relevant today is how it anticipated the growing disillusionment with hyper-competitive workplaces and educational systems, providing a roadmap for more collaborative approaches that many organizations are now embracing.

第2章

The Destructive Dynamics of Sibling Rivalry

Sibling relationships provide our first exposure to competition, and the statistics are alarming. Over half of children experience sibling violence yearly, with 74 percent pushing or shoving siblings and 42 percent engaging in more serious physical attacks. Children describe horrifying attempts at harming siblings-putting babies in microwaves, offering nail polish remover in bottles, attempted drowning. These aren't just childhood phases; they establish patterns that can last a lifetime. Consider Diane Wilson's story. Born one day before her sister Beth's birthday, she "stole her thunder" from the start. Their mother exacerbated tensions by labeling Diane "the good one" and Beth "the difficult one." Though not physically violent, the emotional abuse was constant. Beth, academically gifted, regularly humiliated her sister publicly. When Diane found passion in dance, Beth dismissed it as "a third-rate art." With no parental mediation, Diane learned to avoid competition entirely. She wouldn't read English literature (Beth's domain), refused to pursue a degree, and deliberately kept her achievements minimal to avoid her sister's destructive envy. Their rivalry continued through adulthood, with Beth excluding Diane from gatherings. They haven't spoken in nearly twenty years. This competitive dynamic damaged not just their relationship but Diane's ability to form connections with women generally and to collaborate without feeling threatened. Only with friends' support did she eventually complete her education and develop her own identity. Hypercompetitiveness-the indiscriminate need to win at any cost-characterizes people who compete inappropriately in every social situation, seeing each interaction as an opportunity for dominance. They feel successful only when others lose. Research shows hypercompetitiveness correlates with bullying, narcissism, and Machiavellianism-not with higher success. The biological basis may involve testosterone, which rises when men are challenged and again when they win, potentially creating a feedback loop. Most striking is testosterone's link to poor judgment and weaker emotional intelligence. Research shows it impairs the ability to read facial emotions and counteracts empathy.

聴きながら、すべての言葉を目で追えます

『競争をやめたら、私たちはもっと幸せになれる。』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

Education Beyond Competition: The Finnish Miracle

Finnish education prioritizes teacher autonomy over standardization. Without standardized exams, schools cannot be ranked, instead collaborating through improvement networks to share ideas. Teachers oppose performance-related pay, believing it destroys cooperation. As one headmaster explains, "We need motivation, but it must come from within." Student assessment exists through school-designed report cards and voluntary national sampling tests, but results aren't published. In classrooms, teachers encourage students to demonstrate understanding through explanation rather than testing. During a 75-minute daily "siesta," students choose extracurricular activities, from drama to football. "Love" is a word frequently used in Finnish schools. At Meilahti High School in Helsinki, headmaster Riitta Erkinjuntti explains, "You have to love your students." The system remains connected to graduates, with teachers maintaining relationships with former students who "never really leave." Finnish schools provide extensive career guidance, with students receiving two hours weekly of counselor support. "We believe in all the children," says counselor Raila Pirinen. "The very best will get there, but we don't want to lose anyone." This approach works-93 percent of Finns complete education sufficient for higher education entry, and over 50 percent continue with adult education. Parents trust the system because teachers are well-educated professionals. Finnish parents seem bemused by the concept of school rankings, unable to understand what benefit competition between schools could bring. Finland's educational success hasn't come through longer school days, increased homework, or more exams. Instead, as PISA's Andreas Schleicher explains, Finnish schools "educate everyone"-rejecting the notion that education requires winners and losers. PISA research shows money explains only 20% of educational outcomes, early streaming doesn't improve performance, and successful systems raise achievement for everyone. Finnish teachers see themselves as students, constantly discussing what they're learning and researching. They don't position themselves as dominant gatekeepers but walk alongside pupils on a lifelong learning journey.

第4章

The Dating Game: Competition for Love

In romantic pursuits, both men and women view dating through a competitive lens. Women like Clare carefully calibrate their intelligence and confidence on dates to avoid appearing "too strong," while men like Rob view other men as competitors in attracting desirable partners. Physical attributes become competitive assets-men worry about penis size (driving a $4 billion Viagra/Cialis market), while women invest in breast implants (a $1 billion industry). Financial status also functions as a competitive advantage in dating. Both genders often reject potential partners who don't make financial contributions, with extreme examples in China where property ownership has become essential for men seeking wives. Young adults describe dating as exhausting and strategic-assessing opportunities, avoiding rejection, and fearing humiliation. Many feel trapped in a "cattle market" where they're constantly being evaluated, with the pressure of Saturday nights creating anxiety whether one has plans or not. The sexual marketplace is a competitive arena where people like Penny, an accountant, feel they must work harder to be attractive. Internet dating proved equally competitive, with users posing to outshine rivals. The pursuit of marriage remains the ultimate prize, with weddings costing an average of $28,000-more than half an American's annual income. For Sarah and David, their marriage became a power struggle after the "victory" of their wedding day. With David earning twice Sarah's income and Sarah controlling the domestic sphere, they kept score in different domains. "He competed with money. I competed with competence," Sarah explains. Their competitive dynamic eventually led to David's affair-taking his "game somewhere else" when he couldn't "win at home." When sexual relationships become competitions for dominance, the aftermath is often destructive. Rather than fostering genuine connection, competitive sexual relationships ultimately create winners and losers, with neither finding lasting satisfaction.

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

Human Hierarchies: The Modern Pecking Order

Thorleif Schjelderup-Ebbe's childhood fascination with chickens led to his groundbreaking discovery of "pecking orders" in the 1920s. He observed that in chicken flocks, one hen-"the despot"-always ate first and pecked all others. The hierarchy descended with diminishing privileges until the bottom hen received the most pecks and least food. These vertical hierarchies were unstable, with rebellions erupting regularly. Humans create social hierarchies with remarkable speed-children as young as two spontaneously form ranking systems. Harvard's Robert Bales found that groups of strangers immediately develop inequality of participation, with the first speaker typically establishing dominance. Even before words are exchanged, gaze patterns and body language communicate status. Amy Cuddy demonstrated that simply adopting "high-power" poses for two minutes before interviews increased testosterone by 20% while reducing stress hormones, making subjects appear more compelling. These modern pecking orders are more volatile than traditional class systems, with positions shifting rapidly and individuals occupying different ranks in different social contexts. For adolescents especially, status competition becomes intense, with those at the top and bottom experiencing the greatest stress. The financial industry exemplifies status competition at its most extreme. Michael Karp's company Options Inc. thrives by tracking exactly what everyone earns, selling this comparative data for $11,000 per report. "Relativities-it's massive," Karp explains, describing how traders and executives obsessively compare themselves. Even billionaires continue trading from "fear of losing" and need to "wake up every day feeling they are going to win." Michael Marmot's 1970s Whitehall studies revealed that civil servants at the bottom of hierarchies had death rates three times higher than those at the top. Modern fMRI studies confirm that stress concentrates at the bottom in stable hierarchies, but affects both top and bottom in volatile systems. Our subjective sense of social position predicts stress-related health outcomes better than objective data. Steep hierarchies make it dangerous to dissent, creating "organizational silence" where critical knowledge remains unexpressed. This pattern appears repeatedly in scandals across institutions from the Catholic Church to banks. When winning becomes everything, people are more likely to cheat.

第6章

Organizations Without Hierarchy

W. L. Gore exemplifies how organizations can thrive without traditional hierarchies. Founded in 1958, the $3 billion company deliberately cultivates low power-distance through a unique organizational structure they call a "lattice" rather than a hierarchy. Associates like Sheona Barlow, who's worked there for 26 years, succeed by helping others, not by gaining titles. Her career progression demonstrates how influence comes from contribution rather than position - she built respect by mentoring dozens of colleagues and leading successful product innovations. Leaders emerge naturally-defined as people others choose to follow, often taking on different leadership roles across various projects based on their expertise and ability to inspire others. New associates receive carefully selected sponsors who help them navigate the organization's unique culture, find projects aligned with their skills, and connect with teams where they can make meaningful contributions. Business units are deliberately limited to 200 people - a number based on research showing it's the maximum size for maintaining genuine personal relationships and trust. When units grow larger, they split to maintain this intimate scale, preserving the collaborative culture that drives innovation. Innovation flourishes through this culture in multiple ways: associates spend 10% of their time on self-directed projects, freely develop ideas without needing management approval, and share concepts early for feedback and collaboration. Dave Myers' development of Elixir guitar strings exemplifies this process - what began as a personal experiment applying Gore-Tex technology to guitar strings evolved through collaborative refinement with musicians and engineers to become an industry-leading product. The company encourages such "dabble time" because it often leads to breakthrough innovations. CEO Terri Kelly's selection process illustrates Gore's unique approach to leadership. Rather than being appointed by a board, she emerged through a peer-driven process where associates nominated someone they'd willingly follow. Her leadership style emphasizes facilitation over direction, focusing on creating conditions for associates to innovate and collaborate effectively. After 55 years without a single year of losses, Gore proves that competition and traditional hierarchies aren't necessary for remarkable success. Chris Rufer founded Morning Star on similar principles of freedom and responsibility rather than hierarchy. The billion-pound tomato product company operates with no bosses-just colleagues guided by detailed Colleague Letters of Understanding (CLOUs) that define roles, responsibilities, and metrics for success. Every worker functions as a self-managed businessperson, making decisions collectively based on knowledge rather than authority. The company's sophisticated conflict resolution process ensures disagreements are handled constructively, while their unique compensation system - where peers determine pay increases based on demonstrated value - results in average salaries over $90,000. Several other successful companies have similarly reduced or eliminated hierarchy. Eileen Fisher has gradually transferred leadership and ownership to employees through an innovative trust structure, fostering collaboration across departments and giving workers direct input into strategic decisions. Software firm 37Signals (now Basecamp) operated without managers for fourteen years, using written documentation and clear communication protocols to coordinate work effectively. Nucor Steel trains all employees as leaders through their "pay for performance" system and decentralized decision-making structure, viewing leadership as service rather than dominance. These organizations demonstrate that success comes from reinforcing social bonds, embracing fairness, promoting genuine autonomy, and encouraging open debate - while avoiding the high costs of inequality and rigid hierarchical structures. Their experiences show that when people are trusted and given the tools to collaborate effectively, traditional management hierarchies become unnecessary barriers to innovation and growth.

聴きながら、すべての言葉を目で追えます

第7章

The Hidden Costs of Athletic Excellence

Elite athletes pay enormous costs to delight the public. Dai Greene, world hurdles champion and Olympic hopeful, trained six hours daily, six days weekly in Britain's highest track, enduring wind and rain. "If I can go through this, I can go through anything," he said. Despite epilepsy and injuries, Greene pursued hurdles with steely determination, even coming off medication to control his condition through discipline. His life was defined entirely by his Olympic goal, with every choice evaluated by whether it contributed to winning. Despite his dedication, Greene missed an Olympic medal by just fourteen-hundredths of a second. Most Olympic athletes go home empty-handed-only 8.8 percent of London 2012's participants won medals. The US Track & Field Athletes Association found that half their top ten athletes earned under $15,000 annually. Only superstar runners might earn $400,000 yearly, while those merely in the world's top fifteen earn half that. Professional opportunities are vanishingly rare-basketball players have just a 0.03 percent chance of turning pro. The true cost of athletic excellence extends far beyond financial risk. Athletes sacrifice crucial developmental years to their sport, missing education and social growth. The cognitive constraints of extreme focus create tunnel vision, excluding everything but the athletic goal. After quitting swimming, Erin felt temporarily lost but ultimately relieved, traveling the world to reclaim missed experiences. Olympic gold medalist Denise Lewis described a void after achieving her goal: "Who am I? What do I do?" Elite sports' physical toll is devastating. Between 2011-2012, six retired NFL players with CTE committed suicide, including Dave Duerson who shot himself in the chest to preserve his brain for research. Boston University researchers found CTE in 34 of 35 football players' brains studied. Beyond football, baseball sees 3-4 deaths yearly, female soccer players face 50% concussion rates, and cheerleading causes more injuries than all other girls' sports combined. When athletes retire-typically decades before their peers-they face a profound identity crisis. Many struggle with depression, disorientation, and an inability to function in normal society. NFL retirees' suicide rate is six times the national average, and athletes' divorce rates reach 60-70%. The extreme competitiveness that makes athletes successful often stems from psychological issues but leaves them ill-equipped for life's complexities.

第8章

The Dangers of Corporate Size Obsession

The allure of size stems from its promise of invincibility. Organizations believe growing larger will eliminate competitors and command respect in the marketplace. This expectation drives many corporate mergers despite data showing 50-80% fail. As BP CEO John Browne argued when becoming CEO in 1995, scale supposedly allows companies to leverage knowledge more effectively and impress governments with "global political clout and technological prowess." This thinking led to BP's acquisition spree and subsequent brutal cost-cutting that contributed to disasters at Texas City, Prudhoe Bay, and Deepwater Horizon. The fundamental paradox: the risk of being very big is that failures are very big too. RBS under Fred Goodwin exemplifies size-obsessed leadership. Known as "Fred the Shred," Goodwin fostered a ruthlessly competitive culture where "people Fredded each other all the time." His hostile takeover of NatWest (three times RBS's size) won him accolades, including Harvard Business School's beatification as "masters of acquisition." His crowning folly was creating a banking consortium to buy ABN/AMRO in the world's largest banking deal ($71 billion). The deal proceeded despite market warnings and the emerging credit crunch, driven by competitive adrenaline rather than strategy. As one executive noted: "Due diligence? Anyone who raised questions was treated like a wimp." The fallout was catastrophic-RBS announced a 24 billion loss (the largest in British corporate history) and required government rescue. The pursuit of size for its own sake devastates organizational culture. As institutions grow enormous, leaders lose insight into operations, becoming dependent on numbers that provide only thumbnail sketches of complex realities. Organizational silence worsens in vast hierarchies where even those who speak out get lost in the crowd. America's nine biggest banks have nearly 20,000 subsidiaries operating across at least 40 countries, making meaningful governance or regulatory oversight virtually impossible. When JPMorgan's Jamie Dimon-considered one of banking's smartest CEOs-can be blindsided by a $6 billion loss, we must recognize that these institutions have become fundamentally unmanageable. At Baird, employee ownership creates a fundamentally different culture. Sue Bellehumeu, who rose from receptionist to financial adviser, describes an environment where speaking up is encouraged and client interests come first. "If you're an owner, you care about much more than just the money," she explains, noting that even CEO Paul Purcell responds to emails within 24 hours. "There is a very strong sense that it is our business."

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

The Race to the Bottom: Externalizing Costs

Bangladesh's garment workers earn roughly $37 a month, enabling Western retailers to sell bikinis for $4.99. Brokers like Li & Fung, earning $20 billion annually, constantly seek cheaper labor markets while theoretically monitoring working conditions-an impossible conflict of interest that led to disasters including a factory fire killing over a hundred workers. The race to the bottom means costs don't disappear but shift to the powerless. Workers endure fourteen to sixteen hour days, seven days a week, in hazardous conditions with locked fire escapes. Safety is easily cut because its absence only becomes apparent when it's too late. Economists call this "externalization"-pushing costs outside the business. Low-wage workers across America have protested earnings of $150-350 weekly-insufficient to support themselves. The myth that fast-food jobs provide a path to the American Dream has collapsed as workers have become older and more educated, yet remain trapped in poverty. The average fast-food worker in New York earns just $11,000 annually. The meat industry exemplifies how the race to the bottom extends far beyond immediate operations. Don Webb, a former hog farmer, shares his awakening when neighbors complained about the stench from his 4,000-pig operation. "My greed-putting too many hogs in one place," he admits, eventually shutting down his farm after realizing the impact on his predominantly African American neighbors. Between 1992-1998, North Carolina's hog population exploded from 2 million to 10 million, creating waste equivalent to Canada's entire human population. The environmental and health consequences are devastating. Flying over North Carolina's factory farms reveals long steel barns housing thousands of animals in metal crates, alongside massive "lagoons" of untreated waste. This raw sewage, 75 times more concentrated than human waste, gets sprayed directly onto crops in floodplains. The seepage contaminates water supplies with antibiotics, arsenic, and heavy metals, creating "dead zones" and releasing 160 different gases. Ray Anderson, founder of carpet manufacturer Interface, offers an alternative approach. Initially describing himself as a "driven, cold-eyed businessman" who viewed ecology as "just a source for raw materials and the place to legally flush our wastes," Anderson experienced an epiphany after reading Paul Hawken's "The Ecology of Commerce." He decided his company would "take nothing from the earth that could not easily be renewed." His billion-dollar company operating in 110 countries transformed by unleashing innovation, inventing new processes and technologies. Setting high standards galvanized creativity and forced collaboration across departmental silos. The results were impressive: 99% reduction in greenhouse emissions, 74% reduction in water usage, complete elimination of heavy metals in Europe, and 83 million square yards of zero-impact carpet sold.

第10章

Beyond Competition: A Bigger Prize

Nations use GDP to keep score just as schools use rankings and athletes use time. But GDP, invented by Simon Kuznets during the Great Depression, fails to capture much of what matters. It counts pollution, cigarette advertising, and prison costs as positive contributions while ignoring unpaid work, environmental degradation, education quality, and social welfare. Even Kuznets warned Congress that "the welfare of a nation can scarcely be inferred from a measure of national income." The rhetoric of national competition distorts reality. When America isn't at war, lower defense spending reduces GDP but doesn't necessarily make Americans poorer or Chinese richer. If American employment rises and workers can afford iPhones made in Chinese FoxConn factories, this doesn't weaken the US economy. Yet politicians endlessly frame international relations as competition-Obama arguing about "competing with China in education" as though educated Chinese children somehow harm American students. The Human Genome Project exemplifies international collaboration's challenges and triumphs. Despite Craig Venter's commercial venture Celera attempting to privatize the genome sequencing, John Sulston and Francis Collins fought political battles together while technology improved sequencing speed. When completed, the public project published all data in Nature while Celera published in Science. Venter made millions and Celera retained patents on 6,500 genes, while Sulston retired without personal profit but later received a Nobel Prize. Ten years later, Sulston questioned whether competition improved the science: "Competition didn't make it any faster or any cheaper." Economist Elinor Ostrom challenged the inevitability of the "tragedy of the commons" through empirical observation rather than abstract theory. Her research demolished conventional wisdom about organizational efficiency. She discovered that small police forces (25-50 officers) outperformed metropolitan teams of 100+ in every measure. In Brazil, she documented how community-designed sanitation systems succeeded where large public projects had failed. Similarly, farmer-built irrigation systems in Nepal outperformed professional engineering projects. Her worldwide studies of community resource management revealed that collaborative local solutions consistently outperformed externally imposed systems. Ostrom called this "polycentrism": the idea that limited resources are best managed from the ground up through face-to-face discussions that build trust. In the aftermath of 9/11, Kenneth Feinberg's appointment to lead the Victim Compensation Fund demonstrated how mediation triumphed when competition would have been obscene. Under extreme pressure, no one believed that competitive legal battles would work. Mediation-built on trust, patience, and creative conflict resolution-offered a humane alternative to courtroom pugilism. Competition has proved disappointing because its simple narrative beguiles us into thinking life can be so neat. While useful in small doses for monotonous work or low-stakes motivation, competition backfires spectacularly when the stakes are high, undermining exactly what it hopes to build. It leads inevitably to cheating, corruption, disenchantment, and social fabric destruction. Collaboration, by contrast, is a habit of mind requiring openness, generosity, rigor and patience. It demands fearless communication without status or intimidation. Great collaborators embrace conflict productively, using "scrapping" to develop new ideas. Trust, not rivalry, makes relationships and institutions effective.

★★★★★

『競争をやめたら、私たちはもっと幸せになれる。』の要約を最後まで読み終えました

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『競争をやめたら、私たちはもっと幸せになれる。』の要約の主要テーマ

collaborative innovation
hypercompetitive behavior
win-lose dynamics
institutional cooperation
destructive rivalry

『競争をやめたら、私たちはもっと幸せになれる。』の要約の名言集

We need motivation, but it must come from within.
You have to love your students.
We believe in all the children.
Finnish schools educate everyone.

『競争をやめたら、私たちはもっと幸せになれる。』の要約の登場人物

Margaret HeffernanAuthor and critic of competition-based systems
Diane WilsonWoman whose life was shaped by sibling rivalry
Riitta ErkinjunttiHeadmaster at Meilahti High School in Helsinki
Raila PirinenFinnish school counselor focused on student care
Andreas SchleicherPISA researcher studying educational outcomes

著者について

『A Bigger Prize』の著者であるマーガレット・ヘファーナンは、世界的に認められた起業家であり、CEO、そして組織行動とリーダーシップの権威です。

本書は、InfoMationやiCASTといった企業のリーダーを務めた数十年の経験や、バース大学経営大学院の客員教授としての役割に基づき、ビジネスや社会における競争、協調、そしてシステムの変化というテーマを掘り下げています。

6冊の著書を持つ彼女の代表作には、『フィナンシャル・タイムズ』紙の「過去10年で最高のビジネス書」に選ばれた『Wilful Blindness（邦題：なぜ、不都合な真実を無視するのか）』や、『Uncharted: How to Navigate the Future』などがあります。

組織のレジリエンス（回復力）や倫理的リーダーシップに関するヘファーナンのTEDトークは1,200万回以上再生されており、企業や学術界から求められるスピーカーとしての地位を確固たるものにしています。『A Bigger Prize』はトランスミッション賞の最終候補に残り、過度な競争環境における成功の再定義に関する議論に影響を与え続けています。

競争をやめたら、私たちはもっと幸せになれる。の要約をダウンロード

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BeFreedコミュニティ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第6章

『競争をやめたら、私たちはもっと幸せになれる。』の要約

『競争をやめたら、私たちはもっと幸せになれる。』の要約の概要

『競争をやめたら、私たちはもっと幸せになれる。』の要約をさまざまな学習スタイルで探る

When Competition Becomes a Destructive Force

The Destructive Dynamics of Sibling Rivalry

聴きながら、すべての言葉を目で追えます

Education Beyond Competition: The Finnish Miracle

The Dating Game: Competition for Love

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

Human Hierarchies: The Modern Pecking Order

Organizations Without Hierarchy

聴きながら、すべての言葉を目で追えます

The Hidden Costs of Athletic Excellence

The Dangers of Corporate Size Obsession

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

The Race to the Bottom: Externalizing Costs

Beyond Competition: A Bigger Prize

『競争をやめたら、私たちはもっと幸せになれる。』の要約を最後まで読み終えました

『競争をやめたら、私たちはもっと幸せになれる。』の要約の主要テーマ

『競争をやめたら、私たちはもっと幸せになれる。』の要約の名言集

『競争をやめたら、私たちはもっと幸せになれる。』の要約の登場人物

著者について

競争をやめたら、私たちはもっと幸せになれる。の要約をダウンロード

他のユーザーのお気に入り

『競争をやめたら、私たちはもっと幸せになれる。』の要約についてのよくある質問

What is A Bigger Prize by Margaret Heffernan about?

Who should read A Bigger Prize?

Is A Bigger Prize worth reading?

What are the main ideas in A Bigger Prize?

もっと見る

BeFreedは好奇心旺盛な仲間が集うグローバルコミュニティ

『競争をやめたら、私たちはもっと幸せになれる。』の要約をさまざまな学習スタイルで探る

When Competition Becomes a Destructive Force

The Destructive Dynamics of Sibling Rivalry

聴きながら、すべての言葉を目で追えます

Education Beyond Competition: The Finnish Miracle

The Dating Game: Competition for Love

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

Human Hierarchies: The Modern Pecking Order

Organizations Without Hierarchy

聴きながら、すべての言葉を目で追えます

The Hidden Costs of Athletic Excellence

The Dangers of Corporate Size Obsession

『競争をやめたら、私たちはもっと幸せになれる。』の要約をもっと深く楽しむ

The Race to the Bottom: Externalizing Costs

Beyond Competition: A Bigger Prize

『競争をやめたら、私たちはもっと幸せになれる。』の要約を最後まで読み終えました

他のユーザーのお気に入り

もっと見る