Saved by Clara Nafria
11 Myths About Decision-Making
At the root of our struggle to honor business intuition lies a fundamental misunderstanding—the belief that intuition and strategic thinking are opposing forces rather than complementary approaches.
This false separation suggests that decisions are either intuitive (perceived as subjective, emotional, and difficult to explain) or strategic (perceive... See more
This false separation suggests that decisions are either intuitive (perceived as subjective, emotional, and difficult to explain) or strategic (perceive... See more
Abby Hue • Translating Intuition Into Strategy: How to Honor Your Authentic Voice in Business Decisions
Decisions are bets on the future, and they aren’t “right” or “wrong” based on whether they turn out well on any particular iteration. An unwanted result doesn’t make our decision wrong if we thought about the alternatives and probabilities in advance and allocated our resources accordingly, as my client the CEO and Pete Carroll both did. It would b
... See moreAnnie Duke • Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts
There has been a growing understanding about human cognitive biases and how they can affect decision making. Many of these are systematized and explained in Daniel Kahneman’s fascinating book, Thinking, Fast and Slow.4 For senior executives the most important seem to be optimism bias, confirmation bias, and the inside-view bias.
Richard Rumelt • The Crux: How Leaders Become Strategists
The intent of this piece is not to deride public opinion; the goal of this piece is instead to figure out the pros and cons of each of the typical four sources of information (public opinion, experts, personal networks, intuition) one uses to make decisions, in order to create repeatable processes of organizing information that combine the best of ... See more
Tony Lashley • Curatorial Governance
In solving problems, we instinctively want to identify answers. Instead of generating cautious hypotheses, we offer bold conclusions. Instead of acknowledging that problems have multiple causes, we stick with the first cause that pops to mind. Doctors assume they have the right diagnosis, which they base on symptoms they have seen in the past. In b
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