Sources of Power: How People Make Decisions

What the summary covers

1. The strengths in difficult decisions2 min
2. How recognition replaced the option list3 min
3. Intuition and the warning of surprise2 min
4. Running events through the mind4 min
5. When to compare and how to learn3 min
6. Leverage points in changing problems3 min
7. What experts learn to see2 min
8. Stories, metaphors and prior cases3 min
9. Making intent visible1 min
10. The team as a thinking system2 min
11. Analysis, error and uncertainty2 min
12. An inquiry with limits1 min

Read it alongside

• Puts it into practiceNoise: A Flaw in Human Judgment

  Klein warns that discussion need not produce shared understanding; Kahneman and colleagues offer a procedure: record independent judgments before discussion, preserving differences that apparent agreement might hide.

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