Decisive - Deepstash
The Four Villains Of Decision Making
  • Narrow framing: the tendency to define our choices too narrowly, to see them in binary terms.
  • Confirmation bias: we are more likely to select the in...

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Decisive

Decisive

by Chip Heath, Dan Heath

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It describes the process that “wraps” around your usual way of making decisions, helping to protect you from some of the villains and biases related to decision making:

  • W

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Chip Heath and Dan Heath

Focusing is great for analyzing alternatives but terrible for spotting them. Think about the visual analogy—when we focus we sacrifice peripheral vision. And there’s no natural corrective for this;...

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Multitracking involves considering several options simultaneously. Multitracking has another advantage too, one that is more unexpected. It feels better.

When you consider multiple o...

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Psychologists have identified two contrasting mindsets that affect our motivation and our receptiveness to new opportunities: a ‘prevention focus,’ which orients us toward avoiding negative outcome...

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One of the reliable but unrecognized pillars of scientific thinking is the analogy (...) When you use analogies—when you find someone who has solved your problem—you can take your pick from the wor...

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  • Studies found that the confirmation bias was stronger in emotion-laden domains such as religion or politics and also when people had a strong underlying motive to believe one...

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Sometimes we think we’re gathering information when we’re actually fishing for support.

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  • The inside view = our evaluation of our specific situation.
  • The outside view = how things generally unfold in situations like ours.

The outside view i...

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To use 10/10/10, think about your decisions on three different time frames: How will I feel about it 10 minutes from now? How about 10 months from now? How about 10 years from now?

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Our decisions are often altered by two subtle short-term emotions: (1) mere exposure: we like what’s familiar to us; and (2) loss aversion: losses are more painful than gains are pleasant.

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The future is not a “point”—a single scenario that we must predict. It is a range. We should bookend the future, considering a range of outcomes from very bad to very good.

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