Summary of Gary Klein's The Power of Intuition

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 We shouldn’t simply follow our intuitions. Our intuitions are not always reliable. They can be wrong, and we must be careful not to follow them blindly. We must strengthen our intuitions so that they become more accurate and provide us with better insights.
#2 We all have an intuition, which is based on accumulated and compiled experiences. We rely on intuition to make all sorts of judgments. The magical view of intuition has been debunked, and it is now understood that intuition is not a bias that must be suppressed.
#3 The researchers who are skeptical of intuition explain that they wouldn’t want to risk their lives on their intuitive decisions. But in a sense, they do so every day. Their immune systems make decisions every time their white blood cells come into contact with a new entity. Is it safe, or is it a threat.
#4 We need intuition, but we can’t use analysis to substitute for intuition. We must therefore improve the quality of our intuitions if we want to make better intuitive decisions.

Sujets

• Business
• Economics
• Gestion et management
• Decision-Making
• Problem Solving

Informations

• Publié par: Everest Media LLC
• Date de parution: 11 mai 2022
• Nombre de lectures: 0
• EAN13: 9798822505513
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Gary Klein's The Power of Intuition
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

We shouldn’t simply follow our intuitions. Our intuitions are not always reliable. They can be wrong, and we must be careful not to follow them blindly. We must strengthen our intuitions so that they become more accurate and provide us with better insights.

#2

We all have an intuition, which is based on accumulated and compiled experiences. We rely on intuition to make all sorts of judgments. The magical view of intuition has been debunked, and it is now understood that intuition is not a bias that must be suppressed.

#3

The researchers who are skeptical of intuition explain that they wouldn’t want to risk their lives on their intuitive decisions. But in a sense, they do so every day. Their immune systems make decisions every time their white blood cells come into contact with a new entity. Is it safe, or is it a threat.

#4

We need intuition, but we can’t use analysis to substitute for intuition. We must therefore improve the quality of our intuitions if we want to make better intuitive decisions.

#5

We must develop our intuition into a reliable instrument. We can’t simply rely on intuition, but we must understand that it is a necessary tool. We must develop it into a reliable instrument by challenging ourselves to make tough judgments, and honestly appraising those judgments to learn from the consequences.

#6

The three sections of the book are about intuition: ways to build it, ways to apply it, and ways to safeguard it. You’ll learn how to build intuition by coming to understand what intuition is. You’ll learn methods for using intuition to make decisions, including spotting problems, managing uncertainty, and sizing up situations.

#7

intuition is a must for senior executives, mid-level managers, and new hires. It is what will set them apart from their peers. Too often, employees are afraid to step beyond their current responsibilities because they don’t see any path to develop the new intuitions they will need.

#8

Intuition is a skill that can be learned, and it is important for senior executives to pass it on to the next generations. It is important for middle managers to expand and apply their intuition skills.

#9

The NICU is a place where infants who have been born prematurely are kept. The nurses there are constantly on guard against the potential danger of infection.

#10

Some nurses enjoy working in the neonatal intensive care unit. However, many nurses new to the NICU burn out in less than eighteen months, overwhelmed by the complexities and unrelenting stress of caring for the tiny lives in the balance.

#11

Linda had primary responsibility for an infant girl named Melissa. She was not a particularly difficult case. She simply needed a little support until she could grow herself out of danger. She was not on a ventilator. She was able to take small amounts of formula in a bottle.

#12

The story has a happy ending. Thanks to an experienced nurse’s intuitive sense, Melissa would live.

#13

The signs of sepsis are difficult to detect until you see them, according to Darlene, a nurse who had worked with Linda. It is difficult to know the signs of sepsis until you see them.

#14

Darlene’s intuition enabled her to zero in on the sepsis that was starting to ravage Melissa. She knew which data to seek from Linda and which data to let go. She did not order tests before bothering the physician.

#15

The classical model of decision making, which is based on thorough analysis and logic, doesn't work well in practice. It doesn't work well in the real world, where decisions are more complex and situations are more confusing.

#16

The ability to detect patterns is easy to take for granted but hard to learn. It explains how people can make effective decisions without conducting a deliberate analysis. Once we recognize a pattern, we gain a sense of a situation, what cues are important, and what to expect next.

#17

Intuition is the ability to make decisions by using patterns to recognize what’s going on in a situation and to recognize the typical action script with which to react. It is the ability to make decisions without having to think about them.

#18

While I have criticized the idea of replacing intuition with analytical strategies, I do not believe that intuition can solve all our problems. Analysis is a supporting tool for making intuitive decisions. It can sometimes help evaluate a decision, but it cannot replace the intuition that is at the center of the decision-making process.

#19

The field of decision research has not examined the strategies people use when they aren’t analyzing situations. We discovered this when we conducted research on the decision making of highly experienced firefighters. They universally claimed that they weren’t comparing any options.

#20

The second puzzle was how the firefighters could evaluate an action script if they didn’t have any other options to compare it against. They used mental simulation, which means they were imagining a scenario and watching it play out in their heads. If they liked what they saw, they were ready to respond.

#21

The recognition-primed decision model is how people make good decisions without generating and comparing a set of options. It explains how people can make decisions based on pattern recognition and mental simulation.

#22

The RPD strategy is found in other fields as well. It has been documented that Army officers use intuition in 96 percent of their decisions, and naval commanders do so in 95 percent of their decisions.

#23

CEO Jerry Kirby had a nice forty-three-year run with Citizens Federal Bank, head-quartered in Dayton, Ohio. He had started as a teller in 1955, and by the time the bank was sold in 1998, it had assets of $4 billion and 1,100 employees. Its stock had gone from $9 per share to $55 per share.

#24

Mortgage banking is the business of lending money for mortgages. It is a higher-risk activity than conventional banking, but it can provide a constant cash flow. Jerry imagined how he could transform the mortgage lending side of Citizens Federal into a mortgage banking strategy.

#25

The business world is changing rapidly, but many people still rely on analytical deliberations rather than intuition. It is difficult to accept the importance of intuition and give up the notion that all thinking can be tightly controlled.

#26

The path to developing intuition can be blocked by some significant barriers. Some of these barriers result from organizational policies, which can affect intuition in several ways. The pace of change continues to accelerate, and organizations attempt to reduce decisions and judgments to procedures by defining metrics.

#27

The loss of intuitive decision-making skills is detrimental. The longer we wait to defend our intuitions, the less we will have to defend. We are more than the sum of our software programs and analytical methods.

#28

The intuition skills training program is based on a regimen of deliberately practicing the decisions you have to make in your job in order to accumulate the meaningful experiences that are necessary to build up intuition.

#29

The secret to improving your intuition is simple. You define the training objectives, you make sure you have opportunities for practice, and you conduct feedback sessions to improve. There are three basic elements of mental conditioning in the intuition skills training program: to identify and understand the decision requirements of your job, practice the difficult decisions in context, and review your decision-making experiences.

#30

The decision requirements of a job are those intuitions, judgments, and skills that must be mastered before a job can be reliably accomplished. For example, one of a pilot’s decision requirements is knowing when to fly through turbulent weather conditions and when to change routes.

#31

The decision requirements table is a method of organizing and listing the judgments and decisions that you face on a regular basis. It allows you to label the nature of the judgment or decision, fill in why you’re having trouble with it, and list the types of errors that you and others may be making.

#32

There are many types of decisions you make each day, and you should identify the ones that are giving you the most trouble. Then, hunt for opportunities to make decisions in a setting where you'll get feedback.

#33

The decision requirements table is a blueprint for the training and preparation the managers need. They can see that they need to spend more time gauging the capabilities of their team members, and gather more information from the client about the schedule they want to keep.