People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded… — Gary A. Klein Copy Share Image
It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that… — Gary A. Klein Copy Share Image
People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us… — Gary A. Klein Copy Share Image
Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to… — Gary A. Klein Copy Share Image
The ability to help others gain insights seems very important to me, and I think one of the most effective, but most… — Gary A. Klein Copy Share Image
The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to… — Gary A. Klein Copy Share Image
Slow adaptation is driven by forces such as evolution. Fast adaptation is driven by forces such as insight. — Gary A. Klein Copy Share Image
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… — Gary A. Klein Copy Share
There needs to be a certain structure to a situation, a certain predictability that allows you to have a basis for the intuition. — Gary A. Klein Copy Share
People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights… — Gary A. Klein Copy Share
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… — Gary A. Klein Copy Share
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… — Gary A. Klein Copy Share
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… — Gary A. Klein Copy Share
It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that knowledge workers… — Gary A. Klein Copy Share
You need to take your gut feeling as an important data point, but then you have to consciously and deliberately evaluate it, to see… — Gary A. Klein Copy Share
People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us how to… — Gary A. Klein Copy Share
Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to respond without… — Gary A. Klein Copy Share
My research suggests that when people get rebuffed they become frustrated and angry, but they would do better to become curious about the reason… — Gary A. Klein Copy Share
If a situation is very, very turbulent, it has low validity, and there's no basis for intuition. — Gary A. Klein Copy Share
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… — Gary A. Klein Copy Share
Many change initiatives are poorly thought out, and rolled out prematurely. Others are genuinely good ideas but the proponents underestimate the amount of time… — Gary A. Klein Copy Share
Many business intuitions and expertise are going to be valuable; they are telling you something useful, and you want to take advantage of them. — Gary A. Klein Copy Share
