- Hardcover: 336 pages
- Publisher: Currency; 1 edition (March 26, 2013)
- Language: English
- ISBN-10: 0307956393
- ISBN-13: 978-0307956392
- Product Dimensions: 5.8 x 1.2 x 8.5 inches
- Shipping Weight: 1.2 pounds (View shipping rates and policies)
- Average Customer Review: 436 customer reviews
- Amazon Best Sellers Rank: #9,990 in Books (See Top 100 in Books)
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Decisive: How to Make Better Choices in Life and Work Hardcover – March 26, 2013
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Q&A with Chip Heath & Dan Heath
Q. People often feel overwhelmed by “Decisions, decisions, decisions …” What makes us so indecisive?
A. If you’re feeling indecisive, chances are you don’t have the right options yet. In the book we describe four key “villains” of decision-making—common traps and biases that psychologists have identified. One of them is called “narrow framing,” meaning that we tend to get stuck in one way of thinking about a dilemma, or we ignore alternatives that are available to us. With a little effort, we can break out of a narrow frame and widen our options. For instance, one expert we interviewed had a great quote: “Any time in life you’re tempted to think, ‘Should I do this OR that?,’ instead, ask yourself, ‘Is there a way I can do this AND that?’ It’s surprisingly frequent that it’s feasible to do both things.”
Q. You show that the same decision process can be applied to many domains—health decisions, career decisions, business decisions—but doesn’t a decision “process” take way too much time?
A. Not necessarily. In this book, we’re not interested in complex decision models or elaborate decision trees. Often the best advice is the simplest, for instance, the suggestion to “sleep on it.” That’s great advice—it helps to quiet short-term emotion that can disrupt our choices. But it still takes 8 hours, and it doesn’t always resolve our dilemmas. Many other decision aids require only a simple shift in attention. Doctors leaning toward a diagnosis are taught to check themselves by asking, “What else could this be?” And colleagues making a difficult group decision can ask, “What would convince us, six months down the road, to change our minds about this?”
Q. Why did you call the book Decisive?
A. Being decisive isn’t about making the perfect decision every time. That isn’t possible. Rather, it’s about being confident that we’ve considered the right things, that we’ve used a smart process. The two of us have met a lot of people who tell us they agonize endlessly about their decisions. They get stuck in a cycle where they just keep spinning their wheels. To escape that cycle, we often need a shift in perspective. We describe a simple technique used by former Intel chief Andy Grove to resolve one of the toughest business decisions he ever faced, one that he and his colleagues had debated for over a year. And what was this profound technique? Nothing fancier than a single, provocative question! In the book we also highlight a second question, inspired by Grove’s technique, that can often resolve personal decisions quickly and easily.
Q. So how do I help my teenage son not to make a bad choice?
A. Unfortunately, no one has solved that problem. But we offer some simple tools that help people give better decision advice. (Often it’s easier to spot the flaws in other people’s thinking than in our own.) As an example, the phrase “whether or not” is often a warning flag that someone is trapped in a narrow frame. So if your son is debating “whether or not to go to the party tonight,” that’s your cue to widen the options he’s considering. (Horror movie? School basketball game? A head-start on trigonometry coursework?) For important decisions, even a little improvement can pay big dividends.
“A leader's most important job is to make good decisions, which—minus perfect knowledge of the future—is tough to do consistently…The Heath brothers explain how to navigate the land mines laid by our irrational brains and improve our chances of good outcomes.” -Inc.
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Science has shown that the formulas our brains use to decide simplify things, but the mental shortcuts often are not in our best interests. Cognizant of this, the questions then becomes: How do we overcome these innate predilections and decide better? Decisive illustrates four specific strategies.
The four strategies are W.R.A.P.: Widen Your Options, Reality Test Your Assumptions, Attain Distance Before Deciding and Prepare to Be Wrong. The book proceeds linearly through W.R.A.P. and each section goes into detail about how a specific strategy can help you to decide better. Furthermore, within each section, sub-strategies are detailed that explain the critical building blocks you will need when deciding.
Also located throughout Decisive are ‘clinics’ that pose a question and invite you to apply what you’ve learned to a case study. For those who just want to get straight to the point, each chapter ends with a one-page summary of bullet points.
The only negative comment I have about this book is that it is told through many, many stories. Decisive is a non-fiction book but at times it feels like you are reading a fiction novel about a series of characters who had to navigate through tough scenarios. It’s understandable why the authors did this (because stories are memorable, impart knowledge and inspire to act), but it felt as if they went overboard at times. The hardcover is 300 pages and I would presume over 100 of those pages consist of the stories alone.
Decisive is the third book (Switch and Made to Stick) from Chip and Dan Heath that I have read and the sole reason why I bought Decisive is because of the others. All three books are insightful, practical, and have significant overlap, so whether you are a business leader, a chef, a or a Sunday school teacher, there will be something for you to learn and apply.
Essentially, reading all three will show you how to develop a lasting idea that people will believe in, care for, and take action on (Made to Stick); how to materialize that idea into transformative change (Switch); and how to navigate along the path you have chosen in your personal life and job (Decisive).
The book will help you to learn to process information better. It is broken down into various sections, that highlight some of the mistakes in choice making. There is a ton of wisdom in the pages. Here is some: "Our normal habit in life is to develop a quick belief about a situation and then seek out information that bolsters our belief. And that problematic habit, called the “confirmation bias,” is the second villain of decision making." "If you haven’t encountered any opposition to a decision you’re considering, chances are you haven’t looked hard enough. Could you create a safe forum where critics can air their concerns?"
The first part of the book talks about hindrances to good decisions, and the second part of the book talks about how to overcome making bad choices. The book is practical in this way. Everything is broken down into steps, and advice. It is easy to follow.
This book would help ministers and elders in the church. I know people say elders should not be a board making choices, but at the end of the day, the eldership is responsible for making big choices in a church. This book would be a good study for the leadership to insure that the choices are wise, and not just poorly done. This is a good one, and I highly recommend this text.
Most recent customer reviews
Glad to have read it. Also works well in teams.
used: good" it was closer to "used acceptable.Read more