Gary A. Klein Quotes

Most corporate decisions aren't going to meet the test of high validity. But they're going to be way above the low-validity situations that we worry about.

By the time executives get to high levels, they are good at making others feel confident in their judgment, even if there's no strong basis for the judgment.

There needs to be a certain structure to a situation, a certain predictability that allows you to have a basis for the intuition.

I worry about leaders in complex situations who don't have enough experience, who are just going with their intuition and not monitoring it, not thinking about it.

You shouldn't trust the judgments of stock brokers picking individual stocks.

Society's epitome of credibility is John Wayne, who sizes up a situation and says, "Here's what I'm going to do" - and you follow him.

If you are committed to the change, you're going to have to sideline the skeptics, or at least keep them under control. There may be a temptation to move them out but skeptics have a value - flagging weaknesses in the plan. Ideally, you will enlist their critical stance by challenging them to find ways to improve the plan as you go forward.

My research suggests that when people get rebuffed they become frustrated and angry, but they would do better to become curious about the reason for the rejection. I also found that people assume that others are like them, operating under the same knowledge, beliefs, constraints and priorities. This mirror assumption makes it easier to speculate about why others act in the way they do, but sometimes the mirror assumption is wrong.

The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.

Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to respond without going through deliberate analysis. Intuitions depend on the patterns we have acquired. Insight is about gaining new patterns.

People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us how to perform our jobs differently. And so the decision aids and technologies can get in the way of insights!

Slow adaptation is driven by forces such as evolution. Fast adaptation is driven by forces such as insight.

First, the skill of storytelling helps to galvanize your team. Second, the discipline of storytelling requires leaders to be clear about their intentions and to prioritize what fits into the story versus secondary goals and issues. Third, there is possibly an artifact here - great storytellers can make their exploits and achievements sound very exciting and memorable. Successful leaders who are not good storytellers won't get the acknowledgement and appreciation they deserve.

The ability to help others gain insights seems very important to me, and I think one of the most effective, but most difficult, ways is to listen sympathetically when people seem to be saying stupid things or thinking in confused ways. Rather than write them off, we can try to diagnose what is wrong with their thinking - what flawed belief they might be holding. And then search for ways that enables them to discover the flawed belief for themselves.

You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see if it makes sense in this context.

Many change initiatives are poorly thought out, and rolled out prematurely. Others are genuinely good ideas but the proponents underestimate the amount of time needed to make the change. And, I agree, true change usually requires people giving something up and so resistance is pretty well guaranteed for any meaningful change.

Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them.

If you mean, "My gut feeling is telling me this; therefore I can act on it and I don't have to worry," we say you should never trust your gut.

If a situation is very, very turbulent, it has low validity, and there's no basis for intuition.

People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.

Rigor is not a substitute for imagination.

It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that knowledge workers list assumptions for their conclusions and document all sources. These actions either directly interfere with forming insights or create an environment where insights and discoveries are treated with suspicion because they might lead to errors. They signal to knowledge workers that their job is not to make mistakes. Even if they don't make discoveries, no one can blame them as long as they don't make mistakes.

You need strategies that help rule things out. That's the opposite of saying, "This is what my gut is telling me; let me gather information to confirm it."