The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.
Truly successful decision-making relies on a balance between deliberate and instinctive thinking.
Basketball is an intricate, high-speed game filled with split-second, spontaneous decisions. But that spontaneity is possible only when everyone first engages in hours of highly repetitive and structured practice--perfecting their shooting, dribbling, and passing and running plays over and over again--and agrees to play a carefully defined role on the court. This is the critical lesson of improve, too, and it is also a key to understanding a puzzle of Millennium Challenge: spontaneity isn't random.
Our world requires that decisions be sourced and footnoted, and if we say how we feel, we must also be prepared to elaborate on why we feel that way...We need to respect the fact that it is possible to know without knowing why we know and accept that - sometimes - we're better off that way.
The key to good decision making is not knowledge... It's whether our work fulfills us.
...mediocre people find their way into positions of authority...because when it comes to even the most important positions, our selection decisions are a good deal less rational than we think.
understanding the true nature of instinctive decision making requires us to be forgiving of those people trapped in circumstances where good judgment is imperiled.
Living a long life, the conventional wisdom at the time said, depended to a great extent on who we were-that is, our genes. It depended on the decisions we made-on what we chose to eat, and how much we chose to exercise, and how effectively we were treated by the medical system. No one was used to thinking about health in terms of community.
Those with health insurance are overinsured and their behavior is distorted by moral hazard. Those without health insurance use their own money to make decisions based on an assessment of their needs. The insured are wasteful. The uninsured are prudent. So what's the solution? Make the insured a little more like the uninsured.
If we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments.
Our unconscious is really good at quick decision-making - it often delivers a better answer than more deliberate and exhaustive ways of thinking.
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