July 8, 2013
Klein (The Power of Intuition) investigates the ways in which people can have a sudden insight that results in new inventions, revisions of accepted beliefs, or even winning fantasy baseball. After years of studying decision-making, Klein finds that insight is much harder to quantify. Creating a definition, that insight is "an unexpected shift to a better story", took him considerable time. Using examples from history, current events and his own experience, Klein developed a list of factors that contribute to insight: connections, coincidence, curiosities, contradictions, and creative desperation. These traits are blended with experience and an ability to improvise. His analysis of how Google searches and corporate culture inhibit insight is intriguing, while suggestions for improving the chances of having a breakthrough are practical and useful for many facets of life. They include: listen to what others are saying; rather than argue, ask how they arrived at their conclusion and pay attention to their thought processes; and be open to changing the way you think and perceive. While this is a fascinating preliminary report, Klein seems to know that he has only begun to research the topic; The Grand Unified Theory of insight has yet to be discovered.
June 15, 2013
Experimental cognitive psychologist Klein (Sources of Power: How People Make Decisions) takes his experience in academia, the military, and private industry and offers seminars on improving employee performance, defining improvement as a combination of fewer mistakes and more insightful decisions. Here he examines stories of unusual discoveries and develops a model of "discovery triggers"--the actions innovators took as a result of their insight and the changes in understanding that they produced. He likewise investigates personal insight failures through "insight twin" stories, in which another person was presented with similar information but failed to reach the same conclusion. Decision support systems and organizational failures also come under fire for stifling creative thought and putting too much emphasis on reducing mistakes. Final chapters recommend changes to personal and organizational behavior to benefit all readers. VERDICT A valuable resource for business professionals to return to over again. For all collections.--Heidi Senior, Univ. of Portland Libs., OR
Copyright 2013 Library Journal, LLC Used with permission.
May 15, 2013
Experimental psychologist Klein (Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making, 2009, etc.) examines the transformative role of creative insight. The author recounts a story that a policeman told him about a routine patrol, during which his partner noticed the driver of a new BMW flicking cigarette ash on the car's upholstery and immediately realized that the vehicle was stolen. Klein decided to explore the mechanism behind such aha moments. Seeking to discover "how people come up with unexpected insights in their work," he began to search for clues by systematically collecting human interest stories. These include accounts by firefighters who survived life-threatening situations by improvising, Dr. Michael Gottlieb's realization that the epidemic killing young gay men was an immune disorder, and financial analyst Harry Markopolos' recognition that Bernie Madoff had to be a crook. Two decades earlier, Klein was one of the pioneers in the field of "naturalist decision making, which studies the way people think in natural settings," as opposed to contrived laboratory experiments. He used the same method to probe the creative process, and he shares a fascinating array of illustrative examples of creativity--e.g., Darwin's recognition of the role of natural selection and Daniel Boone's rescue of his daughter from Indian kidnappers. After painstaking analysis, Klein identified the three primary drivers: making unexpected connections (the policeman's observation), identifying contradictions (Markopolos smelled a fraud) and being driven to despair by an unresolved problem (Gottlieb's dying HIV patients). In each case, the bottom line was freedom to substitute out-of-the-box thinking for a preconceived, systematic approach and the willingness to take the risk of making errors. Intriguing findings that should play a transformative role, not only in the field of psychology, but also in corporate boardrooms.
COPYRIGHT(2013) Kirkus Reviews, ALL RIGHTS RESERVED.