Seeing What Others Don't: The Remarkable Ways We Gain Insights
| Author | : | |
| Rating | : | 4.42 (735 Votes) |
| Asin | : | B00BKRVU0G |
| Format Type | : | |
| Number of Pages | : | 141 Pages |
| Publish Date | : | 2013-02-10 |
| Language | : | English |
DESCRIPTION:
This new book is a must read for all leaders and should be added to his other works as the definitive collection on how decisions are, and should be, made.” General Anthony C. Zinni USMC (Retired)Brilliant discourse on a fascinating subject. As one of Gary's students and disciples I can attest to the exceptional value his insights have added to my own leadership and decision making ability. It's written in a crisp, fluent, Gladwellish way and the pages flit by.”Management TodayHis analysis of how
John M. Ford said From the Trench. Inspired by Martin Seligman and other positive psychologists, Gary Klein turned away from studying errors in decision making and focused on how experts like firefighters solve problems successfully. He is most interested in how we have and use insights. "When we put too much energy into eliminating mistakes, we're less likely to gain insights. Having insights is a different matter from preventing mistakes."Klein began by observing instances of creative problem solving that did not fit the accepted four-stage model of creativity consisting of prep. Jeffrey Swystun said Exposes Some Hypocrisy. I always wondered why it took so long for the human race to put wheels on luggage. Cognitive psychologist Klein unravels this conundrum and the more important need to more effectively solve problems and get things done. It is amazing how little we know about insights, how they are formed or what prevents them from being found. I love what Klein does for a livingobserving people in their natural setting and unraveling the behavior behind their motivations and their abilities. The examples will entertain and educate. I both laughed and shook my hea. While referee's have better insight than those in the stands Techsan Very academic in style, meaning a broad examination of others' stories, without any meaningful personal stories on insight. While referee's have better insight than those in the stands, I'd prefer coaching from a player. I'll concede his diagnosis of how corporate CYA does not encourage pursuit of insights was spot on, there was not enough practical guidance to make this worth the effort. Interesting stories and a good structure around it, but like so many of these types of books, leaves the reader without the last mile of making it useful.
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. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? What did Admiral Yamamoto see (and what did the Americans miss) in a 1940 British attack on the Italian fleet that enabled him to develop the strategy of attack at Pearl Harbor? How did a smokejumper” see that setting another fire would save his life, while those who ignored his insight perished? 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 r