Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.

  • Apple
  • Android
  • Windows Phone
  • Android

To get the free app, enter your email address or mobile phone number.

Sorry, there was a problem.

There was an error retrieving your Wish Lists. Please try again.

Sorry, there was a problem.

List unavailable.
Sell yours for a Gift Card
We'll buy it for $2.02
Learn More
Trade in now
Have one to sell? Sell on Amazon
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See all 3 images

Seeing What Others Don't: The Remarkable Ways We Gain Insights Hardcover – June 25, 2013

4 out of 5 stars 82 customer reviews

See all 9 formats and editions Hide other formats and editions
Price
New from Used from
Kindle
"Please retry"
Hardcover
"Please retry"
$19.97 $9.16

"Into the Magic Shop" by James Doty, MD
A Neurosurgeon's Quest to Discover the Mysteries of the Brain and the Secrets of the Heart | Check out "Into the Magic Shop".

NO_CONTENT_IN_FEATURE

Product Details

  • Hardcover: 304 pages
  • Publisher: PublicAffairs (June 25, 2013)
  • Language: English
  • ISBN-10: 1610392515
  • ISBN-13: 978-1610392518
  • Product Dimensions: 1.2 x 6.5 x 9.5 inches
  • Shipping Weight: 1 pounds
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (82 customer reviews)
  • Amazon Best Sellers Rank: #324,470 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Hardcover
Gary Klein is a giant in the research field relating to how people actually think and make decisions in natural settings. In this book, he describes the value of gaining insight with reducing errors as two ways to increase individual and organizational performance. Both are needed, but reducing errors only gets us so far. There is much more to be gained by a dedicated focus in increasing insight. The book is organized in 3 sections: How insights are triggered, the things that interfere with insights, and how we can foster insight in self, others and organizations. Throughout there are interesting, well written stories to illustrate the concepts. As always, Klein includes a complete reference section. Since I have read all of Klein's books, I find this one is an excellent deeper dive into Streetlights and Shadows - but you can read this book without having read his other work and you won't be lost. Seeing What Others Don't is great for individuals interested in improving the quality of their own thinking, for leaders in organizations, and it would be a great supplement for an MBA level course of study.
Comment 66 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse
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).
Read more ›
Comment 60 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse
Format: Hardcover
There's always new advice on how to foster creative environments, and this book gives you 120 examples! Author Gary Klein provides so many studies because he has found that insights come about in many different ways. He organizes this slightly overwhelming amount of information into the categories of connections, coincidences, curiosities, contradictions, and creative desperations. Crafty, isn't he?

After explaining how combinations of these insightful encounters develop good ideas, he moves on to describe common obstacles that interfere with insghts. This section brought immediately to mind the discoveries in group dynamics that the Synectics group made in the 60, particularly the Discount Revenge Cycle, which occurs when people are not careful in responding to another's "wacky" idea. The Practice of Creativity: A Manual for Dynamic Group Problem-Solving is one of my favorite books for its detailed approach to unifying collective intelligence into fresh ideas in a similar way to the "positive psychology" movement that Klein incorporates in his book.

Overall, this is an interesting and well-written book that I recommend to managers and general audiences alike.
Comment 26 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse
Format: Hardcover
As with many of these types of books, the information is a bit overwhelming. But there are nuggets. Here's one:there are other ways to train people than telling them what to do. How? Ask the trainee or student or new lawyer, what were they trying to accomplish by doing xyz when you were looking for him or her to do abc. Learning starts with what other people think, not with what you think. They often will have a good reason for doing xyz and that reason can be the launch point for providing a lesson. He has some critical words for those who seek insight by engaging in the "swirl" of creating diverse experiences or re-creating the ah-ha moment that produced an insight for someone else. Instead, he urges looking for divining rods such as conflict between team members on what is occuring or asking why a usually competent person is confused about something or look for surprises or contridictions. Or seize upon the anomaly or deviant data point, and supress our all too human reaction of rejecting what does not fit into our worldview. The big organizational obstacle to creativity is that we seek to squeeze out errors because doing so is easier to measure and reward. True, and doing so, he writes, squeezes out the serendipidity of unbidden insights.
Comment 50 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse

Most Recent Customer Reviews




Pages with Related Products. See and discover other items: cognition, genius, applied psychology