Gary A Klein, Public Affairs, 2013
ISBN 978-1-61039-251-8 (Hbk); ISBN 978-1-61039-275-4 (e-book)
Reading this book proved a revelation: it has improved my creative thinking and writing in several ways. It is quite an easy read, and though based on the examination of 120 case studies, it is written in story form, which makes the message accessible.
The single theme is ‘insight’, a concept that seems familiar enough, but Klein unravels its many facets. As a cognitive psychologist Klein spent much time observing the way people make decisions. Decision-making research, particularly in organizations, focused on reducing errors and was essentially ‘negative’. Klein was influenced by Martin Seligman’s ideas about positive psychology. If people could be helped to gain expertise and bring insights into the decision-making process the outcome would be superior. He has a simple equation: Performance Improvements = Errors↓ + Insights↑.
Part I of the book is a set of stories describing how individuals gain insight. From this, he identified 5 different strategies: connections, coincidences, curiosities, contradictions and creative desperation. Each of these can set us on the path to making exciting discoveries.
To balance the picture, Klein pins down factors that interfere with insights, such as: one’s stupidity; flawed beliefs; passive stances; toleration of contradictions and ambiguities. Others include technological design for computer-based aids, and how organizations unwittingly or wittingly suppress the insights of their employees.
The final chapters propose various ways in which we can all become more insightful: in particular, the Triple Path Model of insight that suggests different routes. Uncovering the mysteries of insight is a fascinating read for managers, leaders and all those creative thinkers who may marvel about how they came to their decisions.