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Sources of Power: How People Make Decisions, by Gary A. Klein
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Anyone who watches the television news has seen images of firefighters rescuing people from burning buildings and paramedics treating bombing victims. How do these individuals make the split-second decisions that save lives? Most studies of decision making, based on artificial tasks assigned in laboratory settings, view people as biased and unskilled. Gary Klein is one of the developers of the naturalistic decision making approach, which views people as inherently skilled and experienced. It documents human strengths and capabilities that so far have been downplayed or ignored.
Since 1985, Klein has conducted fieldwork to find out how people tackle challenges in difficult, nonroutine situations. Sources of Power is based on observations of humans acting under such real-life constraints as time pressure, high stakes, personal responsibility, and shifting conditions. The professionals studied include firefighters, critical care nurses, pilots, nuclear power plant operators, battle planners, and chess masters. Each chapter builds on key incidents and examples to make the description of the methodology and phenomena more vivid. In addition to providing information that can be used by professionals in management, psychology, engineering, and other fields, the book presents an overview of the research approach of naturalistic decision making and expands our knowledge of the strengths people bring to difficult tasks.
- Sales Rank: #38562 in Books
- Published on: 1999-02-26
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .56" w x 6.00" l, 1.03 pounds
- Binding: Paperback
- 352 pages
Amazon.com Review
Gary Klein studies decision-making in the field, tagging along with firefighters, standing by in intensive-care units, and watching chess masters play lightning-fast "blitz" games to learn how people make choices with time constraints, limited information, and changing goals. From this research, he and his associates have developed a theory of "naturalistic decision-making."
Sources of Power essentially lends the validity of scientific research to techniques that many of us use every day. There's intuition, which is based not on instantaneous insight but on the rapid (perhaps even subconscious) interpretation of perceptual cues. There's mental simulation, a finely honed method of visualization. There's storytelling and metaphor, which enable decision-makers to devise meaningful frameworks and compare their present situations to previous events. Nobody is born with an inherent mastery of these and other techniques, Klein tells us, but we are all born with the capability to develop, through experience, the skill sets experts call upon to make good decisions.
Review
Most studies of decision-making treat humans like rats in a laboratory. But Dr. Klein, a cognitive psychologist, spent a decade watching fire commanders, fighter pilots, paramedics, and others making split-second decisions on the job, and this book is a clear and engaging account of his findings.
(The Wall Street Journal)Sources of Power is without a doubt one of the finest works on decision making. A must for anyone responsible for training command and control personnel.
(Hugh E. Wood, Program Chair, Emergency Incident Policy and Analysis, National Fire Academy)Underscoring his points by citing a wide variety of fascinating incidents uncovered during his research, Gary Klein develops an elaborate and plausible model of the decision making of experienced experts. In the process, he makes a convincing case for the study of decision making in naturalistic settings. This study demonstrates the power of recognition-primed action and provides a convincing critique of the real-world validity of the normative decision making produced in laboratory settings.
(Hubert L. Dreyfus, Professor of Philosophy, Emeritus, University of California, Berkeley and Stuart E. Dreyfus, Professor of Engineering Science, Emeritus, University of California)Demonstrates the necessity of looking beyond economic and statistical models of decision making for an understanding of real-life decisions, particularly job-related decisions and decisions made in emergencies. The examples are excellent, deriving as they do from the authors extensive research with firefighters and the military.
(Lee Roy Beach, Ph.D., McClelland Professor of Management and Policy and Professor of Psychology, College of Business and Public Administration, University of Arizona)After reading Sources of Power by Gary Klein I have a much better understanding of why and how experienced fire fighters make critical life and death decisions on the fire ground. I also have a better understanding of why new officers may have some problems with decision making. With 26 years as a Los Angeles County Fire Fighter, I have held every rank in the Operations Bureau and have commanded many types of incidents including the 1992 civil disturbance, 1993 firestorms, and the 1994 earthquake. This book has given me new insight on what level of performance I should expect from new company officers and how to improve their performance.
(Larry C. Miller, Operations Chief Deputy, Los Angeles County Fire Department) About the Author
Gary Klein is Senior Scientist at MacroCognition LLC. He is the author of The Power of Intuition, Seeing What Others Don't, Working Minds: A Practitioner's Guide to Cognitive Task Analysis (with Beth Crandall and Robert R. Hoffman), and Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making, the last two published by the MIT Press.
Most helpful customer reviews
3 of 3 people found the following review helpful.
His Decisions Are Out There
By John M. Ford
Gary Klein is a cognitive psychologist who has "gone native," shifting his focus from the laboratory to the messy world of firefighters, tank commanders, and other naturalistic decision makers. Their work environments are defined by "...time pressure, high stakes, experienced decision makers, inadequate information, ill-defined goals, poorly defined procedures, cue learning, context, dynamic conditions, and team coordination." Instead of cataloging their errors, Klein has identified the mental capabilities that help them succeed. His book presents these "sources of power" for our consideration.
These sources of power include:
- Intuition depends on the use of experience to recognize key patterns.
- Mental simulation is the ability to imagine people and objects through transformations.
- Spotting leverage points means spotting small changes that can make a big difference.
- Experience can be used to focus attention on key features that novices don't notice.
- Stories bring natural order to unstructured situations and emphasize what is important.
- Metaphors apply familiar experiences to new situations to suggest solutions.
- Communicating intentions in a team helps members "read each other's minds."
- Effective teams evolve a "team mind" with shared knowledge, goals, and identity.
- Rational analysis plays an important role, but can be over applied.
The author spends some time with other theories of decision making, emphasizing both their strengths and the sometimes faulty assumptions they incorporate. He makes good points about the inadequacy of decision bias theories to explain successful, real-world decision processes. Klein describes how artificial intelligence and other computational theories reduce decision making to a search through a well-defined set of alternatives. Most decisions, he argues, are not so well structured.
Klein likes to stay close to his data. The book reflects this in the space given to detailed decision making examples he has used to develop and test his theories. In addition to a traditional Table of Contents and lists of Tables and Figures, there is also a list of fifty-two Examples, allowing readers quick access to these cases. Klein also links his theories back to decision making contexts he expects readers to encounter. Each chapter ends with an Applications section that identifies practical implications for decisions out there in the world.
This is a thought-provoking book, grounded in both applied research and practical experience. It is profitable reading for anyone who strives to make better decisions.
1 of 1 people found the following review helpful.
Whether intentionally or not, Klein rebukes the attitude of ...
By B. Taylor
Whether intentionally or not, Klein rebukes the attitude of indifference (and sometimes outright disdain) that some organizations, and perhaps society at large, exhibit with respect to experience in the work force. This extends even to the practice of deliberately shedding experienced people (on the grounds that they become "too costly"), replacing experts with "cheaper" novices who, in their turn, will be replaced by novices at just about the same time that they become worth what they're paid.
1 of 1 people found the following review helpful.
Data driven insights in crisis decision making
By Reasonable Reviewer
Dr. Klein does an outstanding job of taking a complex (and often misunderstood) topic and creating a frame work that is both logical and supported by data.
Dr. Klein points out that in times of extreme stress people do not have time to make long, measured decisions. Experienced decision makers tend to see patterns and base decisions very quickly on best fits. When decision makers have a little more time, they tend to run mental simulations of events very quickly just to see if courses of action are feasible.
This was a quick, easy to understand approach to a complex problem area.
In service,
Rich
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