How do people think in shadowy conditions where ambiguity rises and situations change rapidly? Klein believes that many of us have set beliefs on how to perform is these situations. Beliefs that may not be accurate. He has identified 10 claims that may mislead us into believing that we are thinking more effectively.
Following are the 10 claims that Klein uses to build his book. What are your opinions to each claim? You may be surprised with his answers.
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.