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Insights—like Darwin's understanding of the way evolution actually works, and Watson and Crick's breakthrough discoveries about the structure of DNA—can change the world. We also need insights into the everyday things that frustrate and confuse us so that we can more effectively solve problems and get things done. Yet we know very little about when, why, or how insights are formed—or what blocks them. In Seeing What Others Don't, renowned cognitive psychologist Gary Klein unravels the mystery.
Klein is a keen observer of people in their natural settings—scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself—and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? What did Admiral Yamamoto see (and what did the Americans miss) in a 1940 British attack on the Italian fleet that enabled him to develop the strategy of attack at Pearl Harbor? How did a “smokejumper” see that setting another fire would save his life, while those who ignored his insight perished? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action?
Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are “dumb by design” and block potential discoveries.
Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a “eureka!” moment but a whole new way of understanding.
- Sales Rank: #92957 in Books
- Brand: PublicAffairs
- Published on: 2015-03-24
- Released on: 2015-03-24
- Original language: English
- Number of items: 1
- Dimensions: 8.25" h x .75" w x 5.50" l, .0 pounds
- Binding: Paperback
- 304 pages
- PublicAffairs
Review
“Gary Klein pins down what until now has been the elusive topic of insight in his best and most personal work yet. The examples are memorable and Klein translates them into subtle and powerful lessons for practitioners and academics alike.” —Karl Weick, Rensis Likert Distinguished University Professor, Emeritus, University of Michigan
“Gary Klein's brilliant book is a superb analysis of why and how some people are able to understand things others do not. As one of Gary's students and disciples I can attest to the exceptional value his insights have added to my own leadership and decision making ability. This new book is a must read for all leaders and should be added to his other works as the definitive collection on how decisions are, and should be, made.” —General Anthony C. Zinni USMC (Retired)
“Brilliant discourse on a fascinating subject. It's written in a crisp, fluent, Gladwellish way and the pages flit by.”—Management Today
“His analysis of how Google searches and corporate culture inhibit insight is intriguing, while suggestions for improving the chances of having a breakthrough are practical and useful for many facets of life.” —Publishers Weekly
“No one has taught me more about the complexities and mysteries of human decision-making than Gary Klein.” —Malcolm Gladwell
"Intriguing findings that should play a transformative role, not only in the field of psychology, but also in corporate boardrooms."—Kirkus Reviews
"A valuable resource for business professionals to return to over again.”—Library Journal
“Written in a breezy yet informative conversational style, Seeing What Others Don't is a good read and helps to stimulate our own thinking about how insights occur.”—Strategy & Leadership
About the Author
Gary Klein, PhD, a senior scientist at MacroCognition LLC, was instrumental in founding the field of naturalistic decision making. Dr. Klein received his PhD in experimental psychology from the University of Pittsburgh in 1969. He spent the first phase of his career in academia and the second phase working for the government as a research psychologist for the U.S. Air Force. The third phase, in private industry, started in 1978 when he founded Klein Associates, a research and development company that had grown to thirty-seven employees by the time he sold it in 2005. He is the author of Sources of Power: How People Make Decisions; The Power of Intuition; Working Minds: A Practitioner's Guide to Cognitive Task Analysis (with Beth Crandall and Robert Hoffman); and Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making. Dr. Klein lives in Yellow Springs, Ohio.
Most helpful customer reviews
9 of 9 people found the following review helpful.
From the Trench
By John M. Ford
Inspired by Martin Seligman and other positive psychologists, Gary Klein turned away from studying errors in decision making and focused on how experts like firefighters solve problems successfully. He is most interested in how we have and use insights. "When we put too much energy into eliminating mistakes, we're less likely to gain insights. Having insights is a different matter from preventing mistakes."
Klein began by observing instances of creative problem solving that did not fit the accepted four-stage model of creativity consisting of preparation, incubation, illumination, and verification (from economist Graham Wallas' 1926 The Art of Thought). He also saw important differences between the lab experiments and unfamiliar problems used to study problem solving and the real-life insights of experienced professionals working in their areas of expertise. Klein started from scratch, collecting his own set of critical incidents and examining them for patterns. He was careful to include instances of failed insight as well as instances of success.
Klein concluded that we achieve insights by reorganizing our thinking into a new story about the problem we are trying to solve. His model highlights the importance of five factors in achieving insights. "Eventually I was able to sort these 120 cases into five different strategies for gaining insights: connections, coincidences, curiosities, contradictions, and creative desperation. Did the incident rely on a person making a connection? Did the person notice a coincidence as a trigger for the insight? Was the insight triggered by some curiosity-- an odd fact or event? Did it depend on seeing a contradiction? Or was the person stuck, desperately seeking some way out of an impasse?"
The first section of the book describes Klein's research methods and how each of the five factors was identified. It also debunks common beliefs about problem solving. For example, an incubation period is unnecessary for creative insight, reasoning by analogy is productive when it involves an expert applying analogies from previously-solved problems, and computational models of searching a problems space to choose between possible solutions do not match how human experts think.
The final two sections describe how insights are often blocked and what can be done to facilitate insightful problem solving. Most interesting is Chapter 12: How Organizations Obstruct Insights." It discusses how the high value many organizations place on predictability and reduction of errors discourages risk-taking and pursuing new strategies. "Insight is the opposite of predictable. Insights are disruptive. They come without warning, take forms that are unexpected, and open up unimagined opportunities. Insights get in the way of progress reviews because they reshape tasks and even revise goals. They carry risks-- unseen complications and pitfalls that can get you in trouble. So insights make you work harder." Another nugget is Klein's tongue-in-cheek list of methods to block insight. If you have a distaste for arbitrary deadlines and other organizational nonsense, you will find it enjoyable as well as useful.
This is a useful discussion of the nature of insight and how to recognize and foster it. It strikes a good balance between research depth and practical application. Researchers will also find it useful for Klein's candid discussion of this methods and the value of a naturalistic approach to studying decision making. Readers who enjoy Klein's approach might also take a look at Sources of Power: How People Make Decisions, Working Minds: A Practitioner's Guide to Cognitive Task Analysis, and The Power of Intuition: How to Use Your Gut Feelings to Make Better Decisions at Work.
7 of 7 people found the following review helpful.
Exposes Some Hypocrisy
By Jeffrey Swystun
I always wondered why it took so long for the human race to put wheels on luggage. Cognitive psychologist Klein unravels this conundrum and the more important need to more effectively solve problems and get things done. It is amazing how little we know about insights, how they are formed or what prevents them from being found. I love what Klein does for a living...observing people in their natural setting and unraveling the behavior behind their motivations and their abilities. The examples will entertain and educate. I both laughed and shook my head when he exposes businesses for their hypocritical stance of promoting creativity and innovation all the while blocking new ideas and playing it safe. There are plenty of lessons for individuals and organizations who have open minds and who recognize the need to do away with unhealthy biases.
4 of 4 people found the following review helpful.
While referee's have better insight than those in the stands
By Techsan
Very academic in style, meaning a broad examination of others' stories, without any meaningful personal stories on insight. While referee's have better insight than those in the stands, I'd prefer coaching from a player. I'll concede his diagnosis of how corporate CYA does not encourage pursuit of insights was spot on, there was not enough practical guidance to make this worth the effort. Interesting stories and a good structure around it, but like so many of these types of books, leaves the reader without the last mile of making it useful.
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