Gary A. Klein Quotes
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I worry about leaders in complex situations who don't have enough experience, who are just going with their intuition and not monitoring it, not thinking about it.
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Many change initiatives are poorly thought out, and rolled out prematurely. Others are genuinely good ideas but the proponents underestimate the amount of time needed to make the change. And, I agree, true change usually requires people giving something up and so resistance is pretty well guaranteed for any meaningful change.
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You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see if it makes sense in this context.
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People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.
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The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.
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Slow adaptation is driven by forces such as evolution. Fast adaptation is driven by forces such as insight.
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By the time executives get to high levels, they are good at making others feel confident in their judgment, even if there's no strong basis for the judgment.
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Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to respond without going through deliberate analysis. Intuitions depend on the patterns we have acquired. Insight is about gaining new patterns.
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Rigor is not a substitute for imagination.
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It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that knowledge workers list assumptions for their conclusions and document all sources. These actions either directly interfere with forming insights or create an environment where insights and discoveries are treated with suspicion because they might lead to errors. They signal to knowledge workers that their job is not to make mistakes. Even if they don't make discoveries, no one can blame them as long as they don't make mistakes.