The Decision Book: Fifty Models for Strategic Thinking (Fully Revised Edition)

theory). Real changes occur when we reassess our more deeply rooted reasons, objectives and values. These are the “force fields” that affect the theory in use.

‘“early adopters’.” They were the opinion leaders in the communities, respected people who observed the experiments of the innovators and then joined them. They were followed at the end of the 1930s by the “skeptical masses,” those who would never change anything before it had been tried out by the successful farmers.

simple rules are more effective than complex ones because they shorten the amount of time needed to process information – one of the most time-consuming processes of all.

every decision has two parameters: How comparable are the two options, and how great is the consequence of the decision? Arranged in a matrix, this results in four different outcomes: 1. Easy to compare, no consequence: One alternative is better than the other but it does not play a (big) role if we make the wrong decision. 2. Difficult to compare,

But if you have the feeling that your standards can never be met, ask yourself: What would you lose if you lowered your expectations?

And the more you know, the more secure you feel. But eventually you reach a tipping point; at some point you know too much. Theoret-ically you could spend the rest of your life reading car reviews. Here’s what to do: set yourself your own limits, e.g., three hours on Google, ask three friends, visit two car dealers.

Fight. Those who deal with a conflict aggressively have only one aim: to win. But winning alone is not enough, as somebody also has to lose. This approach is about conquering the opponent, and asserting one’s own position in the face of resistance from others.

six different ways of dealing with a conflict situation: escape, fight, give up, evade responsibility, compromise or reach a consensus.

Recognizing this blind spot enables second-order observers to become know-alls.