Each of us need to realize we have psychological inertia. I have developed an interest in decision making and this book has provided me with more insight after having read Thinking Fast and Slow by Kahneman. Klein adds some interesting thoughts that are handled differently by the Kahneman book and I will continue finding other relevant books on this topic as a result.
Jan 19, Jason Robert Bowers rated it it was amazing. This book was suggested by a friend. Not something I would normally pick up myself but I'm glad I did. I was a great read that had me thinking differently about decision making and the importance of expertise. Any one in a leadership role, or studying leadership, should give this book a read. Jan 31, Richard C rated it really liked it. Jul 21, William "Spig" rated it really liked it. I really enjoyed this book. It is written in the Freak-a-Nomics style. Life and complex problems are not simple formulaic puzzles to figure out.
The book shows the science behind living and leading beyond the complicated and in the complex. Jul 03, Jeff rated it really liked it Shelves: Klein's discussion of ten common claims relative to decision-making in organizations is an interesting take on a frequently-covered topic. Rather than writing a handbook on decision-making, what Klein is really doing is lending support to the notion that humans and the sciences that study them can Klein's discussion of ten common claims relative to decision-making in organizations is an interesting take on a frequently-covered topic.
Rather than writing a handbook on decision-making, what Klein is really doing is lending support to the notion that humans and the sciences that study them cannot be entirely reduced to formulas, checklists, and statistics. And with that, I whole-heartedly agree. There are times when Klein is overselling his point. Chapter 16 regarding common ground is one such instance.
He offers one grand insight for the chapter - and it is a good one - but then needs to describe it, re-describe it, and tell it again.
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Overall, though I read this for a course on executive decision-making, I found myself genuinely enjoying it and mentally applying it to the contexts in which I find myself. What more can we really ask from our non-fiction? I actually could not finish reading this book. I think is a great read!!!! It basically explains everything you think you know and then tells you not to believe it and why I was trying to read it for pleasure and my brain couldn't handle it! Nevertheless, I should also mention that as a Law Enforcement Officer most of his theories about why I should deny the in I actually could not finish reading this book.
Nevertheless, I should also mention that as a Law Enforcement Officer most of his theories about why I should deny the initial assumptions make perfect sense. I found myself agreeing with all his as theories and understanding the reasoning behind his explanations his better assumptions. Dec 14, Muhammad al-Khwarizmi rated it really liked it Shelves: Very decent book though the author gets overly verbose at points.
In the chapter on risk management for example it was very obvious that he was talking about so-called "Knightian" uncertainty and I wished he would just come out and say it. I would say Klein certainly mounted an illuminating challenge to conventional decision and management theory anyway. I'm loath to quote John Lennon but "life is what happens when you're making other plans".
That being said, I still am not fully convinced of th Very decent book though the author gets overly verbose at points. That being said, I still am not fully convinced of the degree to which he raises intuition above analysis, though both are clearly important. Outstanding insight into problem solving under complex conditions Walks through the most common assumptions about what should be done to solve problems and drive continuous improvement, showing how these generally hold up well under simpler, more straightforward conditions solving puzzles - and it so well in more complex situations solving mysteries.
Very pragmatic and useful knowledge managers and leaders in all walks of life Feb 23, Joan rated it really liked it. I refer to this book all of the time in training colleagues in incident response. Especially his study of pilots, when hijacked, are not able to consult their manual. Instead, they must rely on training, instincts, and adaptive decision-making to aid in mitigating serious consequences is something everyone can appreciate and practice.
Jul 18, John rated it it was amazing Shelves: Every teacher should read this book. Great examples of feedback and understand how people learn and challenges simplistic concepts of learning and teaching.
Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making (Bradford Books)
But great book for people that love understanding decisions and pitfalls. Oct 21, Chrcgr rated it it was ok. Some thought provoking content, but could easily have been condensed to about a dozen pages. Apr 29, Louise rated it it was amazing. This is an important book for those who are administrators in education.
Teaching is a complex task in a complex system.
Jan 06, Armina rated it it was amazing. Jun 20, Johnny Bennett rated it liked it. This was way better than Thinking Fast and Slow. Much more directly applicable to life. Jan 17, Elaine rated it really liked it. The standard advice works well when everything is clear, but the tough decisions involve shadowy conditions of complexity and ambiguity. Think about the careful risk calculations that led to the downfall of the Wall Street investment houses.
Klein offers more realistic ideas about how to make decisions in real-life settings.
All these decision makers saw things that others didn't. They used their expertise to pick up cues and to discern patterns and trends. We can make better decisions, Klein tells us, if we are prepared for complexity and ambiguity and if we will stop expecting the data to tell us everything.
See a Problem?
Gary Klein has taken aim at attempts to base decision making on analytic reasoning. To his credit, he does not claim that analytic decision models are useless. He argues that they are limited, and he shows how and why. Klein shows the importance of human understanding and experience as alternatives to analytic models, especially in complex and dynamic situations.
Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making by Gary Klein
He makes his point with many excellent examples, drawn both from his own extensive experience and from the literature. This is a book that should be read by anyone with a serious interest in how decisions ought to be made, whether by humans or machines. Hoffman , and Streetlights and Shadows: Would you like to tell us about a lower price?
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Write a customer review. Read reviews that mention decision making streetlights and shadows gary klein research examples insights managers useful conclusions uses. Showing of 20 reviews. Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Klein does a great job clearly explaining the research and issues concerning naturalistic decision making. He walks through 10 myths about decision making and clearly contrasts it with formal decision making methods.
Unlike some popularizations of psychology and human factors research, Klein clearly describes the actual research behind the conclusions, so we get a much richer understanding.
Yet the writing is conversational and very easy to follow. It's a great balancing act. For the same reasons, the book also serves as a great resource for organizing and finding the relevant literature. I'm a big fan of Gary Klein's book Sources of Power, and I keep quoting it often in workshops and lectures. Although it's not exactly fresh meat, it only recently came to the top of my book queue.
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With the topic of adaptive decision making, this book fits in nicely with the recent trends in software delivery. My impression of the book was not as mind-blowing as Sources of Power, but it was certaintly thought-provoking enough to deserve a strong recommendation. The key thread in the book is examining the relationship between analysis and intuition, largely comparing standard procedures and skills based on experience.
Neither is the "right" way. He examines contexts in which standardising ways of doing things helps and the contexts where that hurts, in particular with skilled performers, showing that experts mostly rely on heuristics drawn from stories instead of rules. There are many nice stories in the book about decision biases, but often arguing for the oposite conclusion from most popular psychology books.