Ebook Sources of Power: How People Make Decisions (The MIT Press)

If you really want truly get the book Sources Of Power: How People Make Decisions (The MIT Press) to refer currently, you have to follow this web page constantly. Why? Remember that you need the Sources Of Power: How People Make Decisions (The MIT Press) resource that will give you appropriate expectation, do not you? By seeing this web site, you have begun to make new deal to always be up-to-date. It is the first thing you could start to get all benefits from being in a website with this Sources Of Power: How People Make Decisions (The MIT Press) as well as other collections.

Sources of Power: How People Make Decisions (The MIT Press)

Ebook Sources of Power: How People Make Decisions (The MIT Press)

One of the recommended as well as popular books to have today is the Sources Of Power: How People Make Decisions (The MIT Press) When you kind the title of this publication, all over, you will certainly get it as one of the leading provided book to read. Also it remains in guide store, authors, or in some sites. But, when you are rally fond of guide, this is your ideal time to get as well as download now and here with your net link.

When other people have started to review the books, are you still the one that think of pointless task? Don't bother, checking out behavior can be expanded every now and then. Many people are so difficult to begin to like analysis, In addition checking out a book. Book may be a ting to show just in the shelf or collection. Book could be just a thing most likely pillow for your resting. Today, we have different thing about the book to read. Sources Of Power: How People Make Decisions (The MIT Press) that we provide below is the soft data.

Furthermore, we will certainly share you the book Sources Of Power: How People Make Decisions (The MIT Press) in soft file types. It will not interrupt you to make heavy of you bag. You require just computer system gadget or gadget. The link that our company offer in this website is offered to click and then download this Sources Of Power: How People Make Decisions (The MIT Press) You understand, having soft documents of a book Sources Of Power: How People Make Decisions (The MIT Press) to be in your tool could make ease the viewers. So this way, be a good user currently!

When you really feel that you're interested enough in this book, you could get it by clicking the link to link directly to guide. Sources Of Power: How People Make Decisions (The MIT Press) is given in the soft file forms, so you can save and review it in different tool. We indicate that it is suitable as well as available to review each time you want. Even it's in the train or every where you are, you can make use of the spare time for analysis.

Review

Sources of Power opened my eyes to an entirely new way of looking at the world. It is as relevant now as it was twenty years ago.―Malcolm GladwellKlein is one of our era's very few most important thinkers on decision making, and this brilliant book is a classic. Ever wonder how people solve fiendishly hard problems in an instant, or how you can do that, too? Look no further; this book offers answers.―Cass R. Sunstein, Founder and Director, Program on Behavioral Economics and Public Policy, Harvard University

Read more

About the Author

Gary Klein is Senior Scientist at MacroCognition LLC. He is the author of The Power of Intuition, Seeing What Others Don't, Working Minds: A Practitioner's Guide to Cognitive Task Analysis (with Beth Crandall and Robert R. Hoffman), and Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making, the last two published by the MIT Press.

Read more

Product details

Series: The MIT Press

Paperback: 354 pages

Publisher: MIT Press; Reprint, Anniversary edition (September 15, 2017)

Language: English

ISBN-10: 9780262534291

ISBN-13: 978-0262534291

ASIN: 0262534290

Product Dimensions:

6 x 0.9 x 9 inches

Shipping Weight: 1.2 pounds (View shipping rates and policies)

Average Customer Review:

4.4 out of 5 stars

70 customer reviews

Amazon Best Sellers Rank:

#178,524 in Books (See Top 100 in Books)

Gary Klein is a cognitive psychologist who has "gone native," shifting his focus from the laboratory to the messy world of firefighters, tank commanders, and other naturalistic decision makers. Their work environments are defined by "...time pressure, high stakes, experienced decision makers, inadequate information, ill-defined goals, poorly defined procedures, cue learning, context, dynamic conditions, and team coordination." Instead of cataloging their errors, Klein has identified the mental capabilities that help them succeed. His book presents these "sources of power" for our consideration.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.

Most of what you know about decision-making is wrong but you'll have to read the book to find out why. Face it about eighty percent of what you know about decision-making is useless. The thesis of this book is that we make decisions based on patterns (recognition primed decision or RPD). This is the model that most of us use most of the time and that a few people are really good at in specific contexts. The other model we use is when we don't know anything about the domain. That's when we collect a lot of information and use it poorly to come up with a decision that makes us feel good. Klein points out (a) that domain experts don't often make decisions consciously they select a course of action based on stuff the rest of us miss and (b) that we really need to learn to train like experts.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.

I will not repeat many of the fine reviews already posted. What I will say is that "Sources of Powers" looks at how real experienced people make REAL decisions in the field as opposed to traditional research where decision making is researched via students as "lab rats" in unrealistic situations. You will learn about NDM (Naturalistic Decision Making)/RPD (Recognition Primed Model) as it can apply to the developement of decision support systems and command and control systems. DoD has used these concepts to develop collaborative and DSS applications that decision makers will actually use. If you will be involved in the development of DSS or collaborative type software then you should give this textbook a read. This book is very popular with DoD and as a reading assignment in several universities.More comments on my views of the booK:Gary Klein would be the first to say that some of his concepts are a work in process and NDM (Naturalistic Decision making) is not just one man or one concept such as RPM (Recognition-primed decision model). Klein begins the dialog on the nature of decision making and how it can be incorporated into decision support systems and knowledge based systems. I believe knowledge based applications will be the trend in the next ten years or so and lots of money will be wasted when one does not properly consider the cognitive issues involved in development.Some may say that Gary is guilty of stating the obvious but all too often the obvious is ignored because...well it's obvious. Also, lab rats and college students are not necessarily what/who you need to study when looking at how experienced decision makers make decisions. NDM (naturalistic decision making) offers an alternative to the rational choice strategy (see Herbert A. Simon). In the rational choice strategy the decision maker:1. Identifies the set of options2. Identifies the ways of evaluating these options.3. Weights each evaluation dimension.4. Does the rating5. Picks the options with the highest score.Throughout the book Gary shows that the rational choice strategy is seldom used by experienced decision makers. One alternative to this framework is NDM and one instance of this is RPM. For those not versed in cognitive science, RPM may offer an easy to understand content validation on how experts make decisions:* It appears to describe the decision strategy used most frequently by people with experience.* It explains how people can use experience to make difficult decisions.* It demonstrates that people can make effective decisions without using a rational choice strategy.Can RPM's logic be incorporated into command and control and decision support systems? DoD has examples where that has been done.I think the biggest issue is no decision model (good or bad) is brought into the design and left up to the IT developers and programmers who certainly do not have the decision skills to embed that knowledge. Too often the decision makers have been left out of the equation because it was thought to be more of an IT thing and the result is a failed information system. As Klein states:"Too often software designers are not told what key decisions are that the system must help the operator or heuristics that the operator is likely to use. Left without any way to visualize the operator, designers do the best job they can to pack information onto screens so that it will all be there when needed."Many users of DSS and KM have been victims of such a process of "packing/" Those that do use some decision model, often tend to select optimization models which may have their place but may not be relevant to the context and type of decision maker that will use the system. These types of optimization models tend to be more useful for junior decision makers but there can be a case made that optimization models could be used to bring experienced people out of a certain mind set.Klein edited an earlier book written by various practitioners if you are interested in delving further but I think "Sources of Power" gives you a good overview of NDM. What I like about NDM is the fact that extensive work has been done with experienced decision makers. Decision making is messy and you can't just "study" it with student test subjects on campus in my opinion.Decision making is a personal thing that is also influenced by context for example the emotional stress sometimes linked with decision making under crises. Gary Klein in a sense says that you can't ignore that emotion because decision making is personal and any IT support has to be in harmony with the decision maker(s). These questions should be asked and discussed and certainly NDM is but one concept in the vast world of decision making theory that goes beyond the basic decision model of Herbert A. Simon.

Sources of Power: How People Make Decisions (The MIT Press) PDF
Sources of Power: How People Make Decisions (The MIT Press) EPub
Sources of Power: How People Make Decisions (The MIT Press) Doc
Sources of Power: How People Make Decisions (The MIT Press) iBooks
Sources of Power: How People Make Decisions (The MIT Press) rtf
Sources of Power: How People Make Decisions (The MIT Press) Mobipocket
Sources of Power: How People Make Decisions (The MIT Press) Kindle

Sources of Power: How People Make Decisions (The MIT Press) PDF

Sources of Power: How People Make Decisions (The MIT Press) PDF

Sources of Power: How People Make Decisions (The MIT Press) PDF

Sources of Power: How People Make Decisions (The MIT Press) PDF