#garyklein

[fabiodon]

#GaryKlein #Quantum #ridetastefully (at Comune Di Udine)

[randomguywholikesstuff]

Streetlights and Shadows Chp2

Claim 1: Teaching people procedures helps them perform tasks more skillfully

“The Dreyfus model of expertise emphasizes intuition and tacit knowledge that can’t be captured in rules and procedures. People might need some rules in order to get started, but they have to move beyond rules in order to achieve mastery.“

[randomguywholikesstuff]

1. Teaching people procedures helps them perform tasks more skillfully. 2. Decision biases distort our thinking. 2a. Successful decision makers rely on logic and statistics instead of intuition. 3. To make a decision, generate several options and compare them to pick the best one. 4. We can reduce uncertainty by gathering more information. 5. It’s bad to jump to conclusions—wait to see all the evidence. 6. To get people to learn, give them feedback on the consequences of their actions. 7. To make sense of a situation, we draw inferences from the data. 8. The starting point for any project is to get a clear description of the goal. 9. Our plans will succeed more often if we ID the biggest risks and find ways to eliminate them. 10. Leaders can create common ground by assigning roles and setting ground rules in advance.

Streetlights and Shadows, Gary Klein

[colocal]

USC must beat Colorado for a shot at South Division title | colorado.allembru.com

[slowandfastthinking]

Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives. A McKinsey Quarterly article.

REFERENCES: For two scholars representing opposing schools of thought, Daniel Kahneman and Gary Klein find a surprising amount of common ground. Kahneman, a psychologist, won the Nobel Prize in economics in 2002 for prospect theory, which helps explain the sometimes counterintuitive choices people make under uncertainty. Klein, a senior scientist at MacroCognition, has focused on the power of intuition to support good decision making in high-pressure environments, such as firefighting and intensive-care units.

In a September 2009 American Psychology article titled “Conditions for intuitive expertise: A failure to disagree,” Kahneman and Klein debated the circumstances in which intuition would yield good decision making. In this interview with Olivier Sibony, a director in McKinsey’s Brussels office, and Dan Lovallo, a professor at the University of Sydney and an adviser to McKinsey, Kahneman and Klein explore the power and perils of intuition for senior executives.