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Sources of Power How People Make Decisions

ISBN-10: 0262611465
ISBN-13: 9780262611466
Edition: 1999
Authors: Gary A. Klein
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Description: The text presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.

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Book details

List price: $35.95
Copyright year: 1999
Publisher: MIT Press
Publication date: 2/18/1999
Binding: Paperback
Pages: 352
Size: 6.25" wide x 9.25" long x 0.75" tall
Weight: 1.232
Language: English

The text presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.

Robert J. Barro is Robert C. Waggoner Professor of Economics at Harvard University and a senior fellow of the Hoover Institution at Stanford University.Gary Klein is a cognitive psychologist and author of Sources of Power: How People Make Decisions, a book for management professionals on the capabilities of employees in stressful situations and environments.

Examples
Figures
Tables
Acknowledgments
Chronicling the Strengths Used in Making Difficult Decisions
Features of Naturalistic Decision-Making Settings
Learning from the Firefighters
Recovering from a Research Plan
Figuring Out How to Do the Project
The Recognition-Primed Decision Model
Listening to the Data
Comparing the Categories
Defining the Recognition-Primed Decision Model
The Theoretical Importance of the RPD Model
Applications
Key Points
The Power of Intuition
The Infected Babies
Some of the Costs of Field Research
Applications
The Power of Mental Simulation
The Polish Economy
Models of Mental Simulation
Explaining a Situation
Projecting into the Future
How Mental Simulations Can Fail
Applications
Key Points
The Vincennes Shootdown
Chronology of the Vincennes Shootdown
Prior Events
Mental Simulation and Decision Making
Mental Simulation and the RPD Model
Situation Awareness
Expectancies
Courses of Action
Testing the RPD Model in Different Domains
Applications
The Power to Spot Leverage Points
Nonlinear Aspects of Problem Solving
Traditional Models of Problem Solving
Stage Models
Artificial Intelligence Approach
The Apollo 13 Mission: A Case Study of Problem Solving
Problem Solving and Decision Making
Applications
Key Points
The Power to See the Invisible
Patterns
Anomalies
The Big Picture: Situation Awareness
The Way Things Work
Opportunities and Improvisations
The Past and the Future
Fine Discriminations
Managing Our Own Limitations
Expertise and Decision Making
Applications
Key Points
The Power of Stories
Features of Good Stories
Using Stories to Make Sense of Events
Applications
Key Points
The Power of Metaphors and Analogues
The Logic of Metaphorical Reasoning
The Logic of Analogical Reasoning
Generating Expectancies
Solving Problems
Applications
Key Points
The Power to Read Minds
Intent
Considerations in Communicating Intent
Applications
Key Points
The Power of the Team Mind
The Concept of Team Mind
The Functions of a Team Mind
How a Team Mind Develops
The Development of Team Decision Making
Team Competencies
Team Identity
Team Cognition
Team Metacognition
The Chaotic Nature of the Team Mind
Unpredictable Ideas
Unpredictable Flow of Attention
The Delusion of Controlling Their Own Thoughts
Interruptions
The Delusion of Controlling Their Actions
Ideas That Control the Team
The Team Mind as a Metaphor for Thinking
Applications
Key Points
The Power of Rational Analysis and the Problem of Hyperrationality
The Role of Rational Analysis
The Nature of Rational Thinking
The Limits of Rational Thinking
Lack of Basic Elements
Ambiguous Rules
Difficulty of Setting Up the Calculations
Combinatorial Explosions
The Hobgoblin
Key Points
Why Good People Make Poor Decisions
Are Poor Decisions Caused by Biased Thinking?
What Accounts for Errors in Natural Decision Settings?
The Effect of Stress on Decision Making
The Problem of Uncertainty
Expertise versus Superstition
Applications
Key Points
Conclusions
Compiling the Assertions
Connecting the Sources of Power
Is This Science?
Final Thoughts and Final Perceptions
Notes
References
Index

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