background preloader

Decision Making: The #1 Secret Of Astronauts, Samurai, Navy SEALs, and Psychopaths

Decision Making: The #1 Secret Of Astronauts, Samurai, Navy SEALs, and Psychopaths
We all make a lot of bad decisions. With careers: More than half of teachers quit their jobs within four years. In fact, one study in Philadelphia schools found that a teacher was almost two times more likely to drop out than a student. In our jobs: A study showed that when doctors reckoned themselves “completely certain” about a diagnosis, they were wrong 40% of the time. And in our personal lives: …an estimated 61,535 tattoos were reversed in the United States in 2009. So how can we all make better decisions? It’s “arousal control.” That’s a fancy word for keeping a cool head. In their book, Decisive, Chip and Dan Heath identify short term emotion as one of the primary causes of bad decisions. Astronauts, samurai, Navy SEALs, and psychopaths. 150 Miles Above The Earth Is No Place For Panic It’s the 1960’s and NASA is going to send people to the moon for the first time. How do you make sure astronauts don’t freak out in the cold darkness of space where there’s no help? You’re NASA. No. Nope.

Related:  Acting Decisively; Making Good DecisionsMaking DecisionsInteresting ReadsDecision Making

3 Ways Elephants And Neuroscience Can Help You Make Better Decisions Everything You Know About Neuroscience is Wrong Here’s a fancy brain picture for you: Research says that’s likely to make you think I know what I’m talking about — even if I don’t. Via The Invisible Gorilla: How Our Intuitions Deceive Us:

7 talks on how we make choices Now playing Over the years, research has shown a counterintuitive fact about human nature: That sometimes, having too much choice makes us less happy. This may even be true when it comes to medical treatment. Baba Shiv shares a fascinating study that measures why choice opens the door to doubt, and suggests that ceding control — especially on life-or-death decisions — may be the best thing for us. (Filmed at TEDxStanford.)

How To Go From Dreaming To Doing: 4 Steps To Motivation You have stuff you know you should be doing. But it doesn’t get done. You need to go from dreaming to doing — but it’s hard. You want to accomplish more at work, hit the gym, get a new job or study harder at school… but it’s not happening. The Difference Between Trying and Doing There’s an instructive scene in the Star Wars movie, The Empire Strikes Back. Yoda is instructing Luke Skywalker in how to use the Force. He asks Luke to retrieve his disabled spaceship out of a bog where it has sunk, using only his mind. Luke, of course, thinks this is impossible. Sure, he has been able to move stones around this way. But a spaceship? Quantitative Pros and Cons - From Weigh up Decisions With a Simple Approach © iStockphotostyf22 Weigh up the pros and cons of a decision. Many of us experience "analysis paralysis" when we're faced with a difficult decision. Often, we're afraid of making the "wrong" choice, so we spend a huge amount of time analyzing every possibility, and struggling to reach a conclusion.

Let Your Values Drive Your Choices Nearly every problem you face is temporary. But these temporary problems cause immediate pain. And we often let this pain drive our choices and actions. For example… An employee suffering from the pain of not feeling important enough or powerful enough might take a terrible job with a fancy title.An individual suffering from the pain of feeling unloved or unappreciated or misunderstood might try to resolve that pain by cheating on their spouse.An entrepreneur suffering from the pain of a faltering small business might resort to using questionable marketing tactics to try to drive more sales. …and so on.

SKILLS & TOOLS — Quirky Blog Research. It’s the hero of any great Quirky submission. A thorough analysis of your invention’s competitive landscape has three key benefits: 1. It reveals whether or not your invention already exists. It’s no fun spending a lot of time coming up with a new product idea, only to find out that someone beat you to it.

Descartes on the Cure for Indecision “The job — as well as the plight, and the unexpected joy — of the artist,” wrote Dani Shapiro in her beautiful meditation on why creativity requires leaping into the unknown, “is to embrace uncertainty, to be sharpened and honed by it.” John Keats called this “negative capability” and it resides at the heart of Rilke’s timeless incantation to “live the questions.” But ours is a world strewn with dualities, where everything exists in parallel with its opposite, every point tethered to its counterpoint. And among the most pervasive dualities are uncertainty and indecision — one a constructive force of self-expansion predicated on an active embrace of the unknown, the other a destructive contraction of the spirit paralyzed before possibility. Descartes considers indecision a “species of fear” — like jealousy, envy, despair, and superstition — and writes: I am convinced that resolution and promptitude are very necessary virtues in the handling of a business already begun.

How to test your decision-making instincts One of the most important questions facing leaders is when they should trust their gut instincts—an issue explored in a dialogue between Nobel laureate Daniel Kahneman and psychologist Gary Klein titled “Strategic decisions: When can you trust your gut?” published by McKinsey Quarterly in March 2010. Our work on flawed decisions suggests that leaders cannot prevent gut instinct from influencing their judgments.

Tools for Decision Analysis Tools for Decision Analysis:Analysis of Risky Decisions Para mis visitantes del mundo de habla hispana, este sitio se encuentra disponible en español en: Sitio Espejo para América Latina Sitio en los E.E.U.U.Making decisions is certainly the most important task of a manager and it is often a very difficult one. This site offers a decision making procedure for solving complex problems step by step.It presents the decision-analysis process for both public and private decision-making, using different decision criteria, different types of information, and information of varying quality. It describes the elements in the analysis of decision alternatives and choices, as well as the goals and objectives that guide decision-making. The key issues related to a decision-maker's preferences regarding alternatives, criteria for choice, and choice modes, together with the risk assessment tools are also presented.To search the site, try Edit | Find in page [Ctrl + f].