A mon sens, comparer deux équipes dans leur performance de prise de décision ne fait aucun sens pour au moins quatre raisons.
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luiy's curator insight,
May 10, 5:10 PM
To see how easily the mind jumps to the wrong conclusions, try virtually taking part in a little experiment...
...imagine that you are presented with information about two groups of people about which you know nothing. Let's call them the Azaleans and the Begonians.
For each group you are given a list of positive and negative behaviours. A good one might be: an Azalean was seen helping an old lady across the road. A bad one might be: a Begonian urinated in the street. So, you read this list of good and bad behaviours about the Azaleans and Begonians and afterwards you make some judgements about them. How often do they perform good and bad behaviours and what are they? What you notice is that it's the Begonians that seem dodgy. They are the ones more often to be found shoving burgers into mailboxes and ringing doorbells and running away. The Azaleans, in contrast, are a sounder bunch; certainly not blameless, but overall better people.
While you're happy with the judgement, you're in for a shock. What's revealed to you afterwards is that actually the ratio of good to bad behaviours listed for both the Azaleans and Begonians was exactly the same. For the Azaleans 18 positive behaviours were listed along with 8 negative. For the Begonians it was 9 positive and 4 negative. In reality you just had less information about the Begonians. What happened was that you built up an illusory connection between more frequent bad behaviours and the Begonians; they weren't more frequent, however, they just seemed that way. When the experiment is over you find out that most other people had done exactly the same thing, concluding that the Begonians were worse people than the Azaleans. Delete the scoop?
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Philippe Vallat's comment,
April 22, 11:27 AM
Leider ist die Definition von Herrn Gigerenzer falsch. Laut Duden: "das unmittelbare, nicht diskursive, nicht auf Reflexion beruhende Erkennen, Erfassen eines Sachverhalts oder eines komplizierten Vorgangs". Wenn es heuristische Prozessen sind, ist es Reflexion, d.h. keine Intuition...
PascaleMMM's comment,
April 22, 1:32 PM
Dommage que ce soit en Allemand ! Ca me semble hyper interessant d' après quelques notions rescapées de ma scolarité. Ce theme m 'interesse beaucoup si vs le trouvez en Fr ou En ...that will be Great !
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Tom Wojick's curator insight,
March 29, 12:30 PM
Great discussion and the content applies to more than business. I believe that the discussion is not about what's better logic or emotions; it's about how we respect both our logic and emotions in making decisions. When we learn how do this we are in the realm of WISDOM.
Cris Popp's curator insight,
April 4, 6:26 PM
I think you do better in life, and at work, if you accept that better than 85% of our behaviours are driven by unconscious drivers. You just have to look at politics to see that often, decisions are made first, and justified afterwards. This is fine when you're making a decision just for yourself – but if you're making decisions that affect others, they need to be made from a more rational basis. Delete the scoop?
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Ides De Vos's curator insight,
March 10, 4:38 AM
tres bon article , si on peut lier cela au critères de Cynefin , se sera un outil bien utilisable. Delete the scoop?
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Miklos Szilagyi's curator insight,
April 25, 10:21 AM
Wow... very interesting topic, and a pdf embedded I would have been missed forward... Delete the scoop?
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Miklos Szilagyi's curator insight,
March 5, 2:38 AM
Si vous êtes en doutes, lisez cet article et ca peut vous aider... Il n'a pas une seule décision parfaite, "non" est aussi une décision, ne pas changer en est aussi une... alors...
Sophie Colas's curator insight,
March 5, 4:23 AM
Le lâcher prise, faire confiance en son intuition : la clef pour s'affranchir de ces peurs. Delete the scoop?
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