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奇普•希思（Chip Heath）,斯坦福大学商学院组织行为学教授。与丹·希思共同著有全球畅销书《让创意更有黏性》（Made to Stick）。
丹•希思（Dan Heath），杜克大学社会企业发展中心（CASE）高级研究员，前哈佛商学院研究员，Thinkwell（思睿）新媒体教育公司创办人之一。
- 思维
- 决策
- 心理学
- 自我管理
- 管理
- 决策行为
- 个人管理
- 美国
Chip and Dan Heath, the bestselling authors of Switch and Made to Stick , tackle one of the most critical topics in our work and personal lives: how to make better decisions.
Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities: We’re overconfident. We seek out information that supports us and downplay information that doesn’t. We get distracted by short-term emotions. When it comes to making choices, it seems, our brains are flawed instruments. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem, any more than knowing that we are nearsighted helps us to see. The real question is: How can we do better?
In Decisive , the Heaths, based on an exhaustive study of the decision-making literature, introduce a four-step process designed to counteract these biases. Written in an engaging and compulsively readable style, Decisive takes readers on an unforgettable journey, from a rock star’s ingenious decision-making trick to a CEO’s disastrous acquisition, to a single question that can often resolve thorny personal decisions.
Along the way, we learn the answers to critical questions like these: How can we stop the cycle of agonizing over our decisions? How can we make group decisions without destructive politics? And how can we ensure that we don’t overlook precious opportunities to change our course?
Decisive is the Heath brothers’ most powerful—and important—book yet, offering fresh strategies and practical tools enabling us to make better choices. Because the right decision, at the right moment, can make all the difference.
From the Hardcover edition.
具体描述
读后感
面临选择的四个阶段分别存在四个问题： -面临选择时，思维的狭隘会导致选项的减少； -搜集信息时，证实倾向会导致自己寻找支持自己的观点； -短期情绪往往会影响到判断； -做出选择后往往对未来走势太过自信；
评分两位作者认为，有四大思维陷阱让人做出错误的决策：思维狭隘、证实倾向、短期情绪、过度自信。两位作者提出WRAP决策流程来应对： Widen your options(拓宽选择空间)； Reality-test your assumptions(把假设放到现实中检验)； Attain distance before deciding (在做出决策前, ...
评分我简单梳理了一下，这样分解现适合理解： 心理学家罗伊·鲍迈斯特尔（RoyBaumeister）用驾车打了个比方——可能我们90%的时间都是在直行，但决定我们停在哪里的还是转弯处。 1、 a.梳理核心价值观，从客体出发，思考最直接的解决办法； b.消失选项，拓宽思维空间，衡...
评分用户评价
quite interesting and enjoyable reading
评分Full of 干货！
评分2014.01-2014.04
评分听书。*科学决策法 WRAP： 1. Widen our options 看看有什么选项，眼界要宽，扩充被忽略选项 2. Reality check 评估每个选项的优劣，不要先入为主，要多向他人寻求建议，获得客观评估。 3. Attain distance 从长计议，不要短期情感冲动，选择长远上最有利的选项。 4. Prepare to be wrong 对未来的不确定性得有一定的准备，切勿过度自信，设定“止损点”。
评分决策，是面对不容易判断优劣的几个选项，做出正确的选择。实干家所谓的“科学”，不是要不要做这件事，而是把握好一开始的力度。
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