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Seeing What Others Don't: The Remarkable Ways We Gain Insights Paperback – 13 Feb 2014

4.1 out of 5 stars 25 customer reviews

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Product details

  • Paperback: 288 pages
  • Publisher: Nicholas Brealey Publishing (13 Feb. 2014)
  • Language: English
  • ISBN-10: 1857886194
  • ISBN-13: 978-1857886191
  • Product Dimensions: 13.6 x 2.1 x 21.5 cm
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (25 customer reviews)
  • Amazon Bestsellers Rank: 52,893 in Books (See Top 100 in Books)

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Product Description

Review

An insightful guide to insight. Particularly good at identifying the barriers to getting there. Indeed, Klein's book moves our understanding of insight forward by significantly adapting the story we have about it. (Julian Baggini Financial Times)

A brilliant discourse on a fascinating subject. It's written in a crisp, fluent, Gladwellish way and the pages flit by (Management Today)

No one has taught me more about the complexities and mysteries of human decision-making than Gary Klein. (Malcolm Gladwell)

Gary Klein is a living example of how useful applied psychology can be when it is done well. (Daniel Kahneman, author of THINKING, FAST AND SLOW)

A must-read for all leaders. (General Anthony C. Zinni, USMC (ret))

Gary Klein pins down what until now has been the elusive topic of insight in his best and most personal work yet. The examples are memorable and Klein translates them into subtle and powerful lessons for practitioners and academics alike. (Karl Weick, Rensis Likert Distinguished University Professor Emeritus, University of Michigan)

Vital to marketers looking to understand consumers needs, SEEING WHAT OTHERS DON'T explains insight, how it works, why insights still matter, what triggers them and shows tips on how to nurture them. (Contagious)

Klein writes with such passion and conviction that you quickly come round to his point of view. The book explains how companies and organisations try to block these insights, no matter how much they may claim the contrary. Using over 100 real examples to illustrate his theories, he explains the concepts clearly and concisely. Klein also reveals how you can boost those insights, and that's invaluable advice. Rating 9/10 Book of the Week. (Social Bookshelves)

Klein takes us on a fascinating journey from medical breakthroughs to military strategy. He analyses why IT systems are dumb by design, and examines how Darwin started to understand evolution as well as how Crick and Watson discovered DNA. SEEING WHAT OTHERS DON'T rattles along with pace and flair while being appropriately enough, packed with insight. (Engineering & Technology)

Klein has spent the best part of five years investigating the origins of insight. The collected stories are fascinating and help to illstrate the five causes of insight that Klein has discovered - the five Cs - noticing connections, coincidence, investigating curiosities, and capitalising on creative desperation (Impact Magazine)

A timely contribution asking professionals, who want to improve their personal and professional performance, to think radically about the way they work. (The Actuary)

Book Description

Renowned cognitive psychologist Gary Klein uses a range of fascinating real-life stories to illuminate the nature of insight. Insights can change the world, but we also need insights into the everyday things that frustrate and confuse us, so we can more effectively solve problems, make decisions and get things done.

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Customer Reviews

Top Customer Reviews

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This is an interesting area, but the style of presentation is much too American for me. It's very easy to read, but there's a lot of repetition arising from the fact that he draws repeatedly on a the same selection of examples of instances of insight (although whether they are in fact all instances of insight is debatable). It reads like a transcript of one of those American-style day-courses in sales or something - slickly presented, very well rehearsed, with a few bits of reasonably interesting information along the way, but strung out over a lot of PowerPoint slides with a lot of 'summaries of main points so far." I was reading it out of general interest - possibly it might have more to offer if you were reading it from a 'corporate' point of view to try to see how you can change your business ethos to give people more freedom to arrive at creative insights and apply them.
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Format: Hardcover
Long ago, I realized that the true value of most (if not all) breakthrough insights is best determined by the nature and extent of the disruptive impact they have on the given status quo.

Here is a three-part challenge:

1. How to create an environment within which insights are most likely to occur?
2. How to recognize and then grasp them?
3. How to nourish their development and, if necessary, defend them while in that process?

These are among the questions to which Gary Klein responds and he does so with a series of brilliant insights of his own.

In 2005, he learned about a movement called "positive psychology," started by a psychotherapist - Martin Seligman - who was determined to add "meaning and pleasure to the lives of his clients" by emphasizing the positive dimension of their experience. "I felt that the concept of positive psychology applied to decision making as well," Klein notes, and suggests that to improve performance - increase the quality of decisions - "we need two things. The down arrow is what we have to reduce, errors. The up arrow is what we have to increase, insights. Performance depends on doing both of these things."

Klein focuses on 120 "cases" that demonstrate one or (in most instances) several of five strategies: Connections (dots, yes, but also similarities, causal relationships, and interdependence); Coincidences (clues to possible patterns of evidence and verification); Curiosities (initially, inexplicable phenomena that require closer attention); Contradictions (initially viewed as absurdities but then...); and Creative Desperation (unexpectedly resolving a problem that seems unsolvable).
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Format: Paperback
Disclaimer: While I aim to be unbiased, I received a copy of this for free to review.

Now, I’ll be honest – when I started reading this, I was a skeptic. I didn’t believe in the so-called ‘science of insights‘, or the field of naturalistic decision-making that the author helped to pioneer. Boy, was I in for a surprise.

Klein writes with such passion and such conviction that you quickly come round to his point of view, and he’s done the hard-work for you by researching over a hundred cases of insight, from Napoleon‘s insight to cut off the supply lines at the battle of Toulon to Alexander Fleming‘s discovery of penicillin and the cop who realised a carjacking was in progress when a driver flicked ash over the dashboard of a brand new BMW.

Klein classifies each of the insights in his collection as connections, coincidences, curiosities or contradictions, although insights can also come about through creative desperation or through a combination of multiple factors – in fact, these combinations are the most common source of insight.

I could talk about it forever, but suffice to say that Klein explains each of the concepts clearly and concisely, using real examples to illustrate his theories. The rest of the book explains how companies and organisations try to block these insights, no matter how much they may claim the contrary.

And Klein will also reveal how you can boost those insights – that’s invaluable advice, and it more than pays for the cost of the book. So go out and get it!
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By John M. Ford TOP 1000 REVIEWER on 24 Nov. 2014
Format: Kindle Edition
Inspired by Martin Seligman and other positive psychologists, Gary Klein turned away from studying errors in decision making and focused on how experts like firefighters solve problems successfully. He is most interested in how we have and use insights. "When we put too much energy into eliminating mistakes, we're less likely to gain insights. Having insights is a different matter from preventing mistakes."

Klein began by observing instances of creative problem solving that did not fit the accepted four-stage model of creativity consisting of preparation, incubation, illumination, and verification (from economist Graham Wallas' 1926 The Art of Thought). He also saw important differences between the lab experiments and unfamiliar problems used to study problem solving and the real-life insights of experienced professionals working in their areas of expertise. Klein started from scratch, collecting his own set of critical incidents and examining them for patterns. He was careful to include instances of failed insight as well as instances of success.

Klein concluded that we achieve insights by reorganizing our thinking into a new story about the problem we are trying to solve. His model highlights the importance of five factors in achieving insights. "Eventually I was able to sort these 120 cases into five different strategies for gaining insights: connections, coincidences, curiosities, contradictions, and creative desperation. Did the incident rely on a person making a connection? Did the person notice a coincidence as a trigger for the insight? Was the insight triggered by some curiosity-- an odd fact or event?
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