deepstash
Beta
In 2020, Resolve To Ask "Why?"
Good Decision Makers
In the same experiment, there were traits discovered for good decision-makers:
- They tend to think and act holistically.
- Their approach towards a problem is systematic.
- They are willing to try diverse approaches, showing open-mindedness.
44 SAVES
This is a professional note extracted from an online article.
Read more efficiently
Save what inspires you
Remember anything
IDEA EXTRACTED FROM:
3
Key Ideas
Bad Decision Makers
In a range of computer simulation experiments conducted by theoretical psychologist Dietrich Dörner, some common traits were found in the bad decision-makers:
- They focus on only one aspect of the problem, but most problems may be multidimensional.
- They jump haphazardly from one problem to another.
- They do not factor in the indirect consequences of their actions.
Good Decision Makers
In the same experiment, there were traits discovered for good decision-makers:
- They tend to think and act holistically.
- Their approach towards a problem is systematic.
- They are willing to try diverse approaches, showing open-mindedness.
Asking Why
Good Decision-makers always ask 'Why?' Asking 'Why?' several times gets to the core issue and provides us with insight into the real reason for solving a particular problem.
SIMILAR ARTICLES & IDEAS:
5
Key Ideas
Fixed vs. Growth Mindset
Growth Mindset:
- tend to understand basic abilities as malleable, and believe they can be developed over time.
- love new challenges and view setbacks as opport...
How to change your mindset
The 3 steps to encourage a change in mindset:
- Observe your mindset.
- Challenge your beliefs
- Build a “growth” muscle.
Observe your mindset
Notice if you rush to conclusions about fundamental abilities:
- Do you tell yourself that you’re no good at a particular task, so there’s no point attempting it ?
- Do you believe that success in certain kinds of activities are reserved for people who are naturally gifted?
- Do you worry that if you try your hardest and fail at something, you’ll be exposed as “no good”?
2 more ideas
4
Key Ideas
The ABCDs of categorizing decisions
- Big-bet decisions: infrequent and high-risk - from major acquisitions to game-changing capital investments;
- Cross-cutting decisions: frequent and high-risk - think pricin...
Approaching big bet decisions
- Appoint an executive sponsor to work with a project lead to frame important decisions for senior leaders to weigh in on;
- Break things down (with decision meetings at each stage), and connect them up.
- Focuses on debating the solution (instead of endlessly elaborating the problem) and gather the right people.
- Move faster without losing commitment: get comfortable living with imperfect data and being clear about what “good enough” looks like.
Approaching cross-cutting decisions
- Identify decisions that involve a cross-cutting group of leaders, and work with the stakeholders of each to agree on what the main steps in the process entail.
- Work through a set of real-life scenarios to pressure-test the system in collaboration with the people who will be running the process.
- Limit the number of decision-making bodies, and clarify for each its mandate, standing membership, roles etc.
- Create shared objectives, metrics, and collaboration targets.
one more idea
5
Key Ideas
False memories are common
We all misremember things. However, false memories are not so much mistakes but can be very detailed fantasies. Some people remember precise details of an event they attended, only to later real...
False memories have benefits
False memories are not useless. It seems that they're able to improve our mental processing.
Memories are our reality. Remembering isn't just looking up fact's from our mental files. It's more like telling stories. If we forget, we reconstruct the details, even if the details are false.
Memory conformity
When we remember what something 'should' look like, we will often construct a memory to fit the mould.
False memories can also happen to groups and could lead to mass delusions. People were shown a fake CCTV footage of a shop robbery and discussed what they’d seen. One of the participants introduced false ideas: the thief had a gun, right? Three in four people later recounted these fabricated ‘facts’ when questioned.
2 more ideas