- Tapa blanda: 352 páginas
- Editor: Mit University Press Group Ltd; Edición: New Ed (1 de febrero de 1999)
- Colección: Sources of Power
- Idioma: Inglés
- ISBN-10: 0262611465
- ISBN-13: 978-0262611466
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- Clasificación en los más vendidos de Amazon: nº101.645 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Sources of Power: How People Make Decisions (Inglés) Tapa blanda – feb 1999
Descripción del producto
Most studies of decision-making treat humans like rats in a laboratory. But Dr. Klein, a cognitive psychologist, spent a decade watching fire commanders, fighter pilots, paramedics, and others making split-second decisions on the job, and this book is a clear and engaging account of his findings. * The Wall Street Journal *
Reseña del editor
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.Ver Descripción del producto
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These sources of power include:
- Intuition depends on the use of experience to recognize key patterns.
- Mental simulation is the ability to imagine people and objects through transformations.
- Spotting leverage points means spotting small changes that can make a big difference.
- Experience can be used to focus attention on key features that novices don't notice.
- Stories bring natural order to unstructured situations and emphasize what is important.
- Metaphors apply familiar experiences to new situations to suggest solutions.
- Communicating intentions in a team helps members "read each other's minds."
- Effective teams evolve a "team mind" with shared knowledge, goals, and identity.
- Rational analysis plays an important role, but can be over applied.
The author spends some time with other theories of decision making, emphasizing both their strengths and the sometimes faulty assumptions they incorporate. He makes good points about the inadequacy of decision bias theories to explain successful, real-world decision processes. Klein describes how artificial intelligence and other computational theories reduce decision making to a search through a well-defined set of alternatives. Most decisions, he argues, are not so well structured.
Klein likes to stay close to his data. The book reflects this in the space given to detailed decision making examples he has used to develop and test his theories. In addition to a traditional Table of Contents and lists of Tables and Figures, there is also a list of fifty-two Examples, allowing readers quick access to these cases. Klein also links his theories back to decision making contexts he expects readers to encounter. Each chapter ends with an Applications section that identifies practical implications for decisions out there in the world.
This is a thought-provoking book, grounded in both applied research and practical experience. It is profitable reading for anyone who strives to make better decisions.
The only thing missing is the old story about the plant expert that charged 99 cents for taping on a console with a small hammer and $999.99 for knowing where to tap.
Klein is incredibly readable for an academic and makes lots of use of case studies in the book. Fascinating.
Dr. Klein points out that in times of extreme stress people do not have time to make long, measured decisions. Experienced decision makers tend to see patterns and base decisions very quickly on best fits. When decision makers have a little more time, they tend to run mental simulations of events very quickly just to see if courses of action are feasible.
This was a quick, easy to understand approach to a complex problem area.