Gary Klein

Using a vast array of stories to illuminate his research, a leading psychologist and decision-making expert reveals how insights are formed and how insight can be a new way of understanding what occurs under certain psychological and environmental conditions.

The Remarkable Ways We Gain Insights

Seeing What Others Don't

Gary A. Klein

Robert R. Hoffman

Senior Research Scientist Robert R Hoffman

Beth Crandall

Cognitive Task Analysis (CTA) helps researchers understand how cognitive skills andstrategies make it possible for people to act effectively and get things done. CTA can yieldinformation people need -- employers faced with personnel issues, market researchers who want tounderstand the thought processes of consumers, trainers and others who design instructional systems,health care professionals who want to apply lessons learned from errors and accidents, systemsanalysts developing user specifications, and many other professionals. CTA can show what makes theworkplace work -- and what keeps it from working as well as it might. Working Minds is a true handbook, offering a set of tools for doing CTA: methodsfor collecting data about cognitive processes and events, analyzing them, and communicating themeffectively. It covers both the "why" and the "how" of CTA methods, providing examples, guidance,and stories from the authors' own experiences as CTA practitioners. Because effective use of CTAdepends on some conceptual grounding in cognitive theory and research -- on knowing what a cognitiveperspective can offer -- the book also offers an overview of current research oncognition. The book provides detailed guidance for planning and carrying out CTA,with chapters on capturing knowledge and capturing the way people reason. It discusses studyingcognition in real-world settings and the challenges of rapidly changing technology. And it describeskey issues in applying CTA findings in a variety of fields. Working Minds makes the methodology ofCTA accessible and the skills involved attainable.

A Practitioner's Guide to Cognitive Task Analysis

Working Minds

A renowned cognitive psychologist reveals the science behind achieving breakthrough discoveries, allowing readers to confidently solve problems, improve decision-making, and achieve success. Insights-like Darwin's understanding of the way evolution actually works, and Watson and Crick's breakthrough discoveries about the structure of DNA-can change the world. Yet we know very little about when, why, or how insights are formed-or what blocks them. In Seeing What Others Don't, Gary Klein unravels the mystery. Klein is a keen observer of people in their natural settings-scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself-and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action? Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are "dumb by design" and block potential discoveries. Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a "eureka!" moment but a whole new way of understanding.

An expert explains how the conventional wisdom about decision making can get us into trouble—and why experience can't be replaced by rules, procedures, or analytical methods.

Searching for the Keys to Adaptive Decision Making

Streetlights and Shadows

Why Developing Your Gut Instincts Will Make You Better at What You Do

Intuition at Work

Snapshots of the Mind

At times in our careers, we've all been aware of a "gut feeling" guiding our decisions. Too often, we dismiss these feelings as "hunches" and therefore untrustworthy. But renowned researcher Gary Klein reveals that, in fact, 90 percent of the critical decisions we make is based on our intuition. In his new book, THE POWER OF INTUITION, Klein shows that intuition, far from being an innate "sixth sense," is a learnable--and essential--skill. Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience. Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology. The first book to demystify the role of intuition in decision making, THE POWER OF INTUITION is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy.

How to Use Your Gut Feelings to Make Better Decisions at Work

The Power of Intuition

Seeing What Others Don't the Remarkable Ways We Gain Insights

Witold Abramowicz

This book constitutes the proceedings of the 23rd International Conference on Business Information Systems, BIS 2020, which was planned to take place in Colorado Springs, CO, USA. Due to the COVID-19 pandemic, the conference was held fully online during June 8–10, 2020. This year's theme was "Data Science and Security in Business Information Systems". The 30 contributions presented in this volume were carefully reviewed and selected from 86 submissions. The book also contains two contributions from BIS 2019. The papers were organized in the following topical sections: Data Security, Big Data and Data Science, Artificial Intelligence, ICT Project Management, Applications, Social Media, Smart Infrastructures.

23rd International Conference, BIS 2020, Colorado Springs, CO, USA, June 8–10, 2020, Proceedings

Business Information Systems

This book constitutes revised papers from the five workshops which were held during June 2020 at the 23rd International Conference on Business Information Systems, BIS 2020. The conference was planned to take place in Colorado Springs, CO, USA. Due to the COVID-19 pandemic it changed to a virtual format. There was a total of 54 submissions to all workshops of which 26 papers were accepted for publication. The workshops included in this volume are: BITA 2020: 11th Workshop on Business and IT Alignment BSCT 2020: 3rd Workshop on Blockchain and Smart Contract Technologies DigEX 2020: 2nd International Workshop on transforming the Digital Customer Experience iCRM 2020: 5th International Workshop on Intelligent Data Analysis in Integrated Social CRM QOD 2020: 3rd Workshop on Quality of Open Data

BIS 2020 International Workshops, Colorado Springs, CO, USA, June 8–10, 2020, Revised Selected Papers

Business Information Systems Workshops

David Wharton

Recalls the achievements of Pete Carroll as he led his USC Trojans team to win two consecutive national titles.

Pete Carroll and the Trojans' Climb to the Top of the College Football Mountain

Conquest

Caroline E. Zsambok

If you aren't using the term naturalistic decision making, or NDM, you soon will be. Even as a very young field, NDM has already had far-reaching applications in areas as diverse as management, aviation, health care, nuclear power, military command and control, corporate teamwork, and manufacturing. Put simply, NDM is the way people use their experience to make decisions in the context of a job or task. Of particular interest to NDM researchers are the effects of high-stake consequences, shifting goals, incomplete information, time pressure, uncertainty, and other conditions that are present in most of today's work places and that add to the complexity of decision making. Applications of NDM research findings target decision aids and training that help people in their decision-making processes. This book reports the findings of top NDM researchers, as well as many of their current applications. In addition, the book offers a historical perspective on the emergence of this new paradigm, describes recent theoretical and methodological advancements, and points to future developments. It was written for people interested in decision making research and applications relative to a diverse array of work settings and products such as human-computer interfaces, decision support systems, individual and team training, product designs, and organizational development and planning.

Gary Klein

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