The Daily Stat: Why Young People Are Miffed About Being Considered Junior

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

November 26, 2013 Why Young People Are Miffed About Being Considered Junior Young people tend to feel older than they really are. For example, in a series of experiments by Matthew L. Hughes and two colleagues at Texas A&M, participants with an average age of about 24 felt about 5 years older than their true ages, a finding that confirms the results of previous research. Older people have the opposite feeling: Participants in a group with average age about 60 said they felt 8 to 9 years younger than their true ages, and a group with average age 75 felt 16 years younger, which may help explain why many older people don't feel ready to retire at retirement age. SOURCE: Aging 5 Years in 5 Minutes: The Effect of Taking a Memory Test on Older Adults' Subjective Age

PREVIOUS STATS Sometimes We Crave Attractive Leaders, Because They Look Healthy Thieves Take Advantage and Deal Another Blow to JC Penney Male Porsche Customers Chafe at Rise of Female Buyers Cherish Your Ever-so-Slight Dissatisfaction Countries Full of Mistrustful People Are Less Entrepreneurial Why It Pays to Feel Happy Just Before You Join a Group

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail HBR Press Book The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen. His work is cited by the world's best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller—one of the most influential business books of all time—innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership. Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovator's Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation. Sharp, cogent, and provocative—and consistently noted as one of the most valuable business ideas of all time—The Innovator's Dilemma is the book no manager, leader, or entrepreneur should be without. Buy It Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)