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Sources of Power: How People Make Decisions (MIT Press), by Gary A. Klein
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Since its publication twenty years ago, Sources of Power has been enormously influential. The book has sold more than 50,000 copies, has been translated into six languages, has been cited in professional journals that range from Journal of Marketing Research to Journal of Nursing, and is mentioned by Malcolm Gladwell in Blink. Author Gary Klein has collaborated with Nobel laureate Daniel Kahneman and served on a team that redesigned the White House Situation Room to support more effective decision making. The model of decision making Klein proposes in the book has been adopted in fields including law enforcement training and petrochemical plant operation. What is the groundbreaking new way to approach decision making described in this modern classic?
We have all 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. Klein proposes a naturalistic approach to decision making, which views people as gaining experience that enables them to use a combination of intuition and analysis to make decisions. To illustrate this approach, Klein tells stories of people -- from pilots to chess masters -- acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions.
- Sales Rank: #210867 in Books
- Published on: 2017-09-01
- Format: Special Edition
- Original language: English
- Dimensions: 9.02" h x .59" w x 5.98" l,
- Binding: Paperback
- 352 pages
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.
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2 of 2 people found the following review helpful.
His Decisions Are Out There
By John M. Ford
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.
0 of 0 people found the following review helpful.
Want to know how people make decisions? Try this view out.
By Steven Peterson
This is an insightful book, exploring how we make decisions. Remember the old Ben Franklin approach? Two columns on a piece of paper: One column is headed reasons to decide yes and the other why we would not make the decision. Whichever side has the most entries determines our decision. Others argue that humans use a rational calculus to make decisions. What are the costs and benefits of any decision?
There are any number of perspectives on how humans make decisions--rational choice theory, heuristics and biases, the evolutionary toolbox, incrementalism, and on and on. This book adopts something like a naturalistic decision-making perspective.
Klein's book talks about how we make decisions based on his study of actual decision-making--whether by firefighters or military personnel. His focus is "naturalistic decision-making." It provides a useful alternative view on how people make decisions. He notes factors that help define such a situation--time pressure, high stakes, unclear goals, inadequate information, poorly defined procedures, and the like. Despite such challenges, people with experience tend to make pretty good decisions. This book addresses why and suggests how all of us could make better decisions.
I am not completely convinced by the argument, but the author does a nice job of laying out his viewpoint. And it clearly adds to the discourse on the subject of decision-making.
Fine book. Not the easiest read, but it makes a useful contribution.
1 of 1 people found the following review helpful.
Whether intentionally or not, Klein rebukes the attitude of ...
By B. Taylor
Whether intentionally or not, Klein rebukes the attitude of indifference (and sometimes outright disdain) that some organizations, and perhaps society at large, exhibit with respect to experience in the work force. This extends even to the practice of deliberately shedding experienced people (on the grounds that they become "too costly"), replacing experts with "cheaper" novices who, in their turn, will be replaced by novices at just about the same time that they become worth what they're paid.
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