We all harbor secrets. Some are big and bad; some are small and trivial. Researchers have parsed which truths to tell and which not to.
Verified by Psychology Today
The remarkable ways we gain insights
Gary Klein Ph.D.
Researchers evaluating systems and programs are often tempted to use the standards and methods they learned in conducting academic research. This mistake leads to rigor mortis. Here's what to do instead.
A woman gives herself one year to qualify for the main event of the World Series of Poker—even though she's never played poker before. What can we learn about expertise from her?
Standard psychological accounts of diagnostic errors in hospitals aren't useful—they are only clear with hindsight. We suggest that fixation errors are a more useful explanation.
Many people hold a unitary concept of experts, perhaps a continuum of expertise. That concept may be too limited. We might instead think of experts as having a portfolio of skills.
What started out as a straightforward conference turned into a real challenge when COVID hit. Rather than backing away, we decided to use the pandemic to show our resilience.
We had discovered how people actually made decisions but couldn't figure out a way to turn that finding into a training program—until we stumbled on the ShadowBox concept.
Discoveries are very difficult to plan for, but a software Discovery Platform uses general principles to increase the chances of success.
The Naturalistic Decision Making community developed a wide array of tools covering knowledge elicitation, training, design, evaluation, teamwork, risk assessment, and measurement.
Organizations issue policy statements and then get frustrated when these policies are misunderstood or ignored. Scenarios are needed to put the policies into practice.
The Tower of Hanoi is a classic puzzle. Yet a cognitive analysis revealed decision requirements that had previously been unknown—showing the power of the cognitive dimension.
The Recognition-Primed Decisions (RPD) model has been around for more than 20 years. It's time to correct some of the misunderstandings that have crept in.
Many of us think that mental models describe how something works, but good mental models also describe how it fails, how to workaround the failures, & how to anticipate confusions.
How can you get team members who have just collaborated on building a plan to seriously and genuinely imagine ways that the plan can fail? The pre-mortem method does just that.
Curiosity is a powerful force. But what is it? How does it work? What interferes with it? And, most important, how can we harness it?
One reason for political polarization may be our decision strategy for making choices by trying to get one option to dominate the other on all the dimensions that matter to us.
The heuristics and biases community asserts that people unconsciously replace hard problems with easier ones, but it is the analytical decision researchers who fall into this trap.
An anomaly is a violation of expectancy. However, the analytical community uses it to describe statistical outliers, which misses the cognitive dimension.
Biosketches describe our virtues and our achievements. But they can mislead readers who assume we have skills and strengths that we lack. Hence: the anti-biosketch.
Five common claims, such as trying to accommodate learning styles and trying to speed up the learning curve, don't hold up well when carefully evaluated.
In the 1980s, the U.S. Marine Corps changed its mindset to encourage critical thinking. Here's one of the tactics they used.
As artificial intelligence affects more aspects of our lives, we'll need help understanding how these systems reason.
Critical thinking doesn't just rely on a systematic analysis of evidence. It can also encourage imagination, creativity, intuition, insight, and curiosity.
Black swan theory highlights the futility of trying to anticipate rare and disruptive events. But black swan theory may interfere with our ability to cope with such events.
Many people assume that good teaching equals good learning. But that's a flawed assumption. We can get the most learning by encouraging an active stance of self-explaining.
The COVID-19 pandemic is overwhelming traditional methods for training, planning and applying decision support tools. Fortunately, the NDM community has some promising tools.
Perspective-taking skills are critical for all kinds of human interactions. Yet they are rarely trained. Here are five suggestions for how they might be strengthened.
A team of researchers recently concluded that perspective taking had no value in accurately understanding how other people think. Here's why they might be wrong.
A famous economist argues that our society emphasizes gut feelings over expertise. However, he has the issues backward: the two are related, not opposites.
Executives at a printing plant had trouble deciding whether to buy an expensive piece of equipment. They consulted with the lead operator and were stunned by what he told them.
The second singularity is the crossover point at which machine intelligence overtakes human expertise, perhaps in the very near future if we fail to preserve our expertise.
Gary Klein, Ph.D., is a senior scientist at MacroCognition LLC. His most recent book is Seeing What Others Don't: The remarkable ways we gain insights.