
The Power of Intuition
Description
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Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience.
Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology.
The first book to demystify the role of intuition in decision making, THE POWER OF INTUITION is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy.
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Content
- Intro
- Title Page
- Table of Contents
- Dedication
- Acknowledgments
- Preface
- Section I
- Chapter 1
- Intuition-We Can't Trust It but We Can't Live Without It
- The Three Goals of This Book
- Is Intuitive Decision Making Important for You?
- Chapter 2
- Background
- A Baby in Crisis
- The Contrast
- What You're Going to Learn
- Chapter 3
- The Process of Intuitive Decision Making
- The Role of Analysis
- Isn't It Obvious?
- Barriers to Intuitive Decision Making
- Chapter 4
- Identify and Understand the Decision Requirements of Your Job
- Practice the Difficult Decisions in Context
- Review Your Decision-Making Experiences
- Wrap-up: Turning Experiences into Expertise
- Chapter 5
- Intuition + Analysis
- The Limits of Intuition
- OVERREACTING TO THE LIMITATIONS OF INTUITION
- The Limits of Analysis
- Making Good Use of Analytical Strategies
- Section II
- Chapter 6
- Chapter 7
- The PreMortem Exercise
- How Do People Detect Problems?
- Chapter 8
- Five Sources of Uncertainty
- Tactics for Managing Uncertainty
- Putting the Tactics to Work for You
- Tolerance for Ambiguity
- Developing Your Intuitions About Uncertainty
- Chapter 9
- Noise
- Using Stories to Make Sense of a Situation
- Breaking a Mindset
- Chapter 10
- Brainstorming
- Directed Creativity
- Tactics for Directed Creativity
- Case Studies of Innovators
- Consultative Selling
- Chapter 11
- Why Do We Plan?
- Planning to Adapt
- Intuition and Procedures
- How Intuition Helps You Adapt Your Plans
- Chapter 12
- What Did Lia Know and When Did She Know It?
- The Puzzles
- The Company's View
- The Solution
- Section III
- Chapter 13
- The Functions and Features of Executive Intent
- Informative Directions
- Giving Clear Directions
- Chapter 14
- Getting Inside People's Heads
- A Nation of Coaches?
- Master Coaches
- Getting Coached
- Chapter 15
- The Functions of Metrics
- Metrics Can Mislead Us
- Metrics and Stories
- Representing the Metrics
- Fantasy Baseball
- Chapter 16
- Information Technology Can Limit How We Search for Data
- Information Technology Can Weaken Our Mental Models
- Information Technology Hides the Story of How It "Thinks" About the Data
- Information Technology Can Make Us Less Adaptive
- Information Technology Can Make Us Passive
- What Can We Do to Protect Ourselves?
- Chapter 17
- Ten Tips for Intuitive Decision Making
- Attitude Check
- Frequently Asked Questions
- Balancing Act
- Notes
- About the Author
- Also by Gary Klein, Ph.D.
- Copyright Page
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