Sources of Power: How People Make Decisions

Sources of Power: How People Make Decisions

by Gary Klein
     
 

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ISBN-10: 0262611465

ISBN-13: 9780262611466

Pub. Date: 02/26/1999

Publisher: MIT Press

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

Overview

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.

Product Details

ISBN-13:
9780262611466
Publisher:
MIT Press
Publication date:
02/26/1999
Edition description:
Reprint
Pages:
352
Sales rank:
171,633
Product dimensions:
6.00(w) x 9.00(h) x 0.56(d)
Age Range:
18 Years

Table of Contents

EXamples
Figures
Tables
Acknowledgments
1 Chronicling the Strengths Used in Making Difficult
Decisions
Features of Naturalistic DecisionMaking Settings
2 Learning from the Firefighters
Recovering from a Research Plan
Figuring Out How to Do the Project
3 The RecognitionPrimed Decision Model
Listening to the Data
Comparing the Categories
Defining the RecognitionPrimed Decision Model
The Theoretical Importance of the RPD Model
Applications
Key Points
4 The Power of Intuition
The Infected Babies
Some of the Costs of Field Research
Applications
5 The Power of Mental Simulation
The Polish Economy
Models of Mental Simulation
How Mental Simulations Can Fail
Applications
Key Points
6 The Vincennes Shootdown
Chronology of the Vincennes Shootdown
Prior Events
7 Mental Simulation and Decision Making
Mental Simulation and the RPD Model
Testing the RPD Model in Different Domains
Applications
8 The Power to Spot Leverage Points
9 Nonlinear Aspects of Problem Solving
Traditional Models of Problem Solving
The Apollo 13 Mission: A Case Study of Problem Solving
Problem Solving and Decision Making
Applications
Key Points
10 The Power to See the Invisible
Patterns
Anomalies
The Big Picture: Situation Awareness
The Way Things Work
Opportunities and Improvisations
The Past and the Future
Fine Discriminations
Managing Our Own Limitations
EXpertise and Decision Making
Applications
Key Points
11 The Power of Stories
Features of Good Stories
Using Stories to Make Sense of Events
Applications
Key Points
12 The Power of Metaphorsand Analogues
The Logic of Metaphorical Reasoning
The Logic of Analogical Reasoning
Solving Problems
Applications
Key Points
13 The Power to Read Minds
Intent
Considerations in Communicating Intent
Applications
Key Points
14 The Power of the Team Mind
The Concept of Team Mind
The Functions of a Team Mind
How a Team Mind Develops
The Development of Team Decision Making
The Chaotic Nature of the Team Mind
The Team Mind as a Metaphor for Thinking
Applications
Key Points
15 The Power of Rational Analysis and the Problem of
Hyperrationality
The Role of Rational Analysis
The Nature of Rational Thinking
The Limits of Rational Thinking
The Hobgoblin
Key Points
16 Why Good People Make Poor Decisions
Are Poor Decisions Caused by Biased Thinking?
What Accounts for Errors in Natural Decision Settings?
The Effect of Stress on Decision Making
The Problem of Uncertainty
EXpertise versus Superstition
Applications
Key Points
17 Conclusions
Compiling the Assertions
Connecting the Sources of Power
Is This Science?
Final Thoughts and Final Perceptions
Notes
References
IndeX

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