Streetlights And Shadows

An expert explains how the conventional wisdom about decision making can get us into trouble—and why experience can’t be replaced by rules, procedures, or analytical methods In making decisions, when should we go with our gut and when should we try to analyze every option? When should we use our intuition and when should we rely on logic and statistics? Most of us would probably agree that for important decisions, we should follow certain guidelines—gather as much information as possible, compare the options, pin down the goals before getting started. But in practice we make some of our best decisions by adapting to circumstances rather than blindly following procedures. In Streetlights and Shadows, Gary Klein debunks the conventional wisdom about how to make decisions. He takes ten commonly accepted claims about decision making and shows that they are better suited for the laboratory than for life. The standard advice works well when everything is clear, but the tough decisions involve shadowy conditions of complexity and ambiguity. Gathering masses of information, for example, works if the information is accurate and complete—but that doesn't often happen in the real world. (Think about the careful risk calculations that led to the downfall of the Wall Street investment houses.) Klein offers more realistic ideas about how to make decisions in real-life settings. He provides many examples—ranging from airline pilots and weather forecasters to sports announcers and Captain Jack Aubrey in Patrick O’Brian’s Master and Commander novels—to make his point. All these decision makers saw things that others didn’t. They used their expertise to pick up cues and to discern patterns and trends. We can make better decisions, Klein tells us, if we are prepared for complexity and ambiguity and if we will stop expecting the data to tell us everything. “I know of no one who combines theory and observation—intellectual rigor and painstaking observation of the real world—so brilliantly and gracefully as Gary Klein.” —Malcolm Gladwell, author of Outliers and Blink

Anyone who watches the television news has seen images of firefighters rescuing people from burning buildings and paramedics treating bombing victims. How do these individuals make the split-second decisions that save lives? Most studies of decision making, based on artificial tasks assigned in laboratory settings, view people as biased and unskilled. Gary Klein is one of the developers of the naturalistic decision making approach, which views people as inherently skilled and experienced. It documents human strengths and capabilities that so far have been downplayed or ignored. Since 1985, Klein has conducted fieldwork to find out how people tackle challenges in difficult, nonroutine situations. Sources of Power is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. The professionals studied include firefighters, critical care nurses, pilots, nuclear power plant operators, battle planners, and chess masters. Each chapter builds on key incidents and examples to make the description of the methodology and phenomena more vivid. In addition to providing information that can be used by professionals in management, psychology, engineering, and other fields, the book presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.

A renowned cognitive psychologist reveals the science behind achieving breakthrough discoveries, allowing readers to confidently solve problems, improve decision-making, and achieve success. Insights-like Darwin's understanding of the way evolution actually works, and Watson and Crick's breakthrough discoveries about the structure of DNA-can change the world. Yet we know very little about when, why, or how insights are formed-or what blocks them. In Seeing What Others Don't, Gary Klein unravels the mystery. Klein is a keen observer of people in their natural settings-scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself-and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action? Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are "dumb by design" and block potential discoveries. Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a "eureka!" moment but a whole new way of understanding.

Shedding new light on the improvisational nature of negotiation, explains how diplomats, deal-makers, and Hollywood producers apply their best practices to everyday transactions.

The author takes his experience in academia, the military, and private industry and offers seminars on improving employee performance, defining improvement as a combination of fewer mistakes and more insightful decisions. Insights like Darwin's understanding of the way evolution actually works, and Watson and Crick's breakthrough discoveries about the structure of DNA can change the world. We also need insights into the everyday things that frustrate and confuse us so that we can more effectively solve problems and get things done. Yet we know very little about when, why, or how insights are formed or what blocks them. In Seeing What Others Don't, renowned cognitive psychologist Gary Klein unravels the mystery. Klein is a keen observer of people in their natural settings, scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself, and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are “dumb by design” and block potential discoveries.

A man whose job is to feed 1,000 bats in a laboratory. A collector of upper lips and their mustaches. The sighting of a giant slug-like creature poking its head out of a baseball stadium tunnel. A young man awakening to find a butcher knife at his throat. These are just a sampling of the eclectic stories found in Craig Reeves' latest anthology. This welcome new collection of over sixty short stories by the seasoned raconteur offers fresh, innovative, and challenging fiction for discerning readers.

What's in a shadow? Menace, seduction, or salvation? Immaterial but profound, shadows lurk everywhere in literature and the visual arts, signifying everything from the treachery of appearances to the unfathomable power of God. From Plato to Picasso, from Rembrandt to Welles and Warhol, from Lord of the Rings to the latest video game, shadows act as central players in the drama of Western culture. Yet because they work silently, artistic shadows often slip unnoticed past audiences and critics. Conceived as an accessible introduction to this elusive phenomenon, Grasping Shadows is the first book that offers a general theory of how all shadows function in texts and visual media. Arguing that shadow images take shape within a common cultural field where visual and verbal meanings overlap, William Sharpe ranges widely among classic and modern works, revealing the key motifs that link apparently disparate works such as those by Fra Angelico and James Joyce, Clementina Hawarden and Kara Walker, Charles Dickens and Kumi Yamashita. Showing how real-world shadows have shaped the meanings of shadow imagery, Grasping Shadows guides the reader through the techniques used by writers and artists to represent shadows from the Renaissance onward. The last chapter traces how shadows impact the art of the modern city, from Renoir and Zola to film noir and projection systems that capture the shadows of passers-by on streets around the globe. Extending his analysis to contemporary street art, popular songs, billboards, and shadow-theatre, Sharpe demonstrates a practical way to grasp the "dark side" that looms all around us.

Your guide to making better decisions Despite the dizzying amount of data at our disposal today—and an increasing reliance on analytics to make the majority of our decisions—many of our most critical choices still come down to human judgment. This fact is fundamental to organizations whose leaders must often make crucial decisions: to do this they need the best available insights. In Judgment Calls, authors Tom Davenport and Brook Manville share twelve stories of organizations that have successfully tapped their data assets, diverse perspectives, and deep knowledge to build an organizational decision-making capability—a competence they say can make the difference between success and failure. This book introduces a model that taps the collective judgment of an organization so that the right decisions are made, and the entire organization profits. Through the stories in Judgment Calls, the authors—both of them seasoned management thinkers and advisers—make the case for the wisdom of organizations and suggest ways to use it to best advantage. Each chapter tells a unique story of one dilemma and its ultimate resolution, bringing into high relief one key to the power of collective judgment. Individually, these stories inspire and instruct; together, they form a model for building an organizational capacity for broadly based, knowledge-intensive decision making. You’ve read The Wisdom of Crowds and Competing on Analytics. Now read Judgment Calls. You, and your organization, will make better decisions.