Mindful Decision Making
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What's Better for Business: Logic or Emotion? Answers From Neuroscience - Forbes

What's Better for Business: Logic or Emotion? Answers From Neuroscience - Forbes | Mindful Decision Making | Scoop.it
Part 1 of a series on neuroscience and innovation Humans are animals.  While we like to think we're captains of our destiny, we're far more driven by instinct than we know.  In many ways, we’re just glorified apes, even in business.

Via David Hain
Philippe Vallat's insight:

Today, science is teaching us that the bifurcation between logic and emotion is not so clear cut.

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Laura Goodrich's comment, April 3, 2013 6:27 PM
Yes, a blend of both is powerful Tom Wojick
Cris Popp's curator insight, April 4, 2013 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.
This is especially the case, when through technology, a leader can have a much longer lever of control and reach over others.  That reach ranges from beiong as small as authority over someone elses job adn job happiness, all the way to the leaders of North Korea and the nuclear threat they wield over millions of people.
This is why, leaders especially, need to be aware of their own motives, and drivers, and to be humble about their perspective.  Their decsions may be perfectly rational - they need to accept they may not.  When I judge leaders, this capacity is one of the most important factors that I use.

Cris Popp's comment, August 29, 2013 6:48 PM
I agree Tom, it's about how to use both, And how to use each to develop the other. For example , testing your gut feel to see how accurate it is.
Mindful Decision Making
All about decision making and decision making processes
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This viral email from General James 'Mad Dog' Mattis about being 'too busy to read' is a must-read

This viral email from General James 'Mad Dog' Mattis about being 'too busy to read' is a must-read | Mindful Decision Making | Scoop.it

… The problem with being too busy to read is that you learn by experience (or by your men’s experience), i.e. the hard way. By reading, you learn through others’ experiences, generally a better way to do business, especially in our line of work where the consequences of incompetence are so final for young men.

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Or how to be a wise leader

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You Are Not As Rational As You Think

As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth. Well, that.…
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A cool overview

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Trusting your gut instinct could be the key to success as a trader

Trusting your gut instinct could be the key to success as a trader | Mindful Decision Making | Scoop.it
Trading on the financial markets is a difficult job, but people who trust their instincts are more likely to succeed.
Philippe Vallat's insight:

Interesting (even if the proper name would be "intuition" and not "instinct")

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Et si vous écoutiez votre intuition ?

Et si vous écoutiez votre intuition ? | Mindful Decision Making | Scoop.it
On s’en remet souvent à elle sans le vouloir, sans le savoir ou sans… se l’avouer. Souvent méconnue mais désormais objet d’étude, l’intuition s’affirme comme une deuxième forme d’intelligence. Même dans l’entreprise.
Philippe Vallat's insight:

Un bon article sur le thème de l'intuition, aussi en entreprise

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The Science of Intuition: How to Measure 'Hunches' and 'Gut Feelings'

The Science of Intuition: How to Measure 'Hunches' and 'Gut Feelings' | Mindful Decision Making | Scoop.it

"The results showed that when the participants were shown the positive subliminal images, they did better on the task: They were more accurate in determining which way the dots were moving. But they also responded more quickly and reported feeling more confident in their choice.

The experiments also suggested that the participants became better at using their intuition over time, Pearson said. "It's all about learning to use unconscious information in your brain," he said. Just as people can become more comfortable making decisions when they apply logic and reasoning, they may also become more adept at trusting their intuition when they use it more frequently over time, the study revealed. "


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Lorien Pratt's curator insight, May 26, 2016 10:41 PM

Unlike previous studies, which relied primarily on questionnaires, this study used a clever subliminal design to present information to only the subconscious - and not the conscious - mind.

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40 Years of Research on Human Intuition

40 Years of Research on Human Intuition | Mindful Decision Making | Scoop.it
Could we harness the power of intuition to make scientific discoveries? Great business decisions? Better personal choices?
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Comment convaincre aisément quelqu’un qu’il a commis un crime

Comment convaincre aisément quelqu’un qu’il a commis un crime | Mindful Decision Making | Scoop.it

Deux psychologues, Julia Shaw (université du Bedfordshire, Royaume-Uni) et Stephen Porter (université de Colombie-Britannique, Canada), ont élaboré une expérience originale dont les résultats, qui viennent d'être publiés par la revue Psychological Scienceeux aussi dérangent, car ils montrent à quel point il est simple de convaincre une personne qu'elle a commis un crime (au sens anglo-saxon du terme)



Philippe Vallat's insight:

Etude très troublante, à lire!

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System that replaces human intuition with algorithms outperforms human teams

System that replaces human intuition with algorithms outperforms human teams | Mindful Decision Making | Scoop.it
Big-data analysis consists of searching for buried patterns that have some kind of predictive power. But choosing which "features" of the data to analyze usually requires some human intuition. In a database containing, say, ...
Philippe Vallat's insight:

Well, a) there is no definition of "human intuition" and b) computer can certainly calculate better then humans (e.g. avoid psychological biases), but have no clue to intuite about unpredictable events...

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Ricard Lloria's curator insight, March 24, 2016 2:37 AM

Well, a) there is no definition of "human intuition" and b) computer can certainly calculate better then humans (e.g. avoid psychological biases), but have no clue to intuite about unpredictable events...

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Comment le bison vote pour choisir son itinéraire

Comment le bison vote pour choisir son itinéraire | Mindful Decision Making | Scoop.it

Chez le bison d’Europe, chaque animal peut exprimer sa préférence lors des déplacements en groupe. La direction choisie reflétera l’avis de la majorité. Chaque animal peut exprimer sa préférence et la majorité l’emporte

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Fast, Effective Decision-Making in a Complex World

Fast, Effective Decision-Making in a Complex World | Mindful Decision Making | Scoop.it

Over the past decades, leaders have realized that hierarchical models reduce the ability of people to make quick decisions, especially when scattered, and flattened their structures

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Advances in Clinical Management: Crystal clear knowledge for decision making

Advances in Clinical Management: Crystal clear knowledge for decision making | Mindful Decision Making | Scoop.it

Excellent health care is one in which patients, professionals and managers apply the best available knowledge in decision making. Only well-informed agents can take the most appropriate decisions for an effective, safe and efficient health system.



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La décision et la raison (vidéo 13')

La décision et la raison (vidéo 13') | Mindful Decision Making | Scoop.it
La décision et la raison Sur la lenteur, Frédéric, un jour un client m’appelle et me dit : « Bruno, pour faire une étude stratégique, il faut combien de temps ? ». Je lui dis : « Il faut trois mois...
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The Neuroscience of Trust

Companies are twisting themselves into knots to empower and challenge their employees. They’re anxious about the sad state of engagement, and rightly so, given the value they’re losing. Consider Gallup’s meta-analysis of decades’ worth of data: It shows that high engagement—defined largely as having a strong connection with one’s work and colleagues, feeling like a real contributor, and enjoying ample chances to learn—consistently leads to positive outcomes for both individuals and organizations. The rewards include higher productivity, better-quality products, and increased profitability.

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Leadership Lessons From Sully

Leadership Lessons From Sully | Mindful Decision Making | Scoop.it

It’s been almost eight years since Captain Chesley Sullenberger miraculously landed US Airways Flight 1549 on the Hudson River. It began on a chilly day in January 2009 when his plane encountered a flock of geese upon departure from New York’s LaGuardia Airport. Both engines lost thrust, putting 150 passengers and 5 crew members at serious risk. Roughly four minutes later, Sully ditched the plane on the Hudson River. Every soul aboard survived. 

Philippe Vallat's insight:

Take attention to the following statement of Sully: the controller did not try to steer him in a particular direction: his choice of phrasing was helpful to him.

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Prise de décision : l’irrationalité à tous les étages

Prise de décision : l’irrationalité à tous les étages | Mindful Decision Making | Scoop.it
Vous vous croyez plutôt rationnel(le) ? Capable d'effectuer des choix de raison après avoir analysé en toute logique les tenants et les aboutissants ? Moi aussi -- bienvenue au club -- , jusqu'à la lecture troublante du bestseller international du prix Nobel d'Economie Daniel Kahneman : Thinking, Fast and Slow (2011). Plongée dans les résultats…
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Strategy under uncertainty | McKinsey & Company

Strategy under uncertainty | McKinsey & Company | Mindful Decision Making | Scoop.it
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.
Philippe Vallat's insight:

Interesting Four levels of residual uncertainty

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Philippe Vallat's curator insight, September 14, 2016 9:49 AM

Interesting Four levels of uncertainty

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Adapting Change to Fit Complexity

Adapting Change to Fit Complexity | Mindful Decision Making | Scoop.it

What if decision makers instigating change are seeing the inherent nature of companies all wrong?

Philippe Vallat's insight:

Excellent post, must read

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Philippe Vallat's curator insight, July 1, 2016 1:10 AM

Excellent post, must read

Nadene Canning's curator insight, July 30, 2016 4:12 PM
Adaptive systems thinking (Stacey) applied to illustrate change and complexity
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The psychology of bad decision making: How to stop choosing the wrong thing - Firstpost

The psychology of bad decision making: How to stop choosing the wrong thing - Firstpost | Mindful Decision Making | Scoop.it
What are the factors that influence our decision making? And why do we make the wrong choices so frequently?

Via Anne Leong
Philippe Vallat's insight:

Quote: "Most of the bad decisions we make involve an immediate reward"

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How does misinformation spread online?

How does misinformation spread online? | Mindful Decision Making | Scoop.it
Recent studies that focus on misinformation online pointed out that the selective exposure to specific contents lead to ‘echo-chambers’ in which users tend to shape and reinforce their beliefs.
Philippe Vallat's insight:

Very interesting, well done and inspiring research

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Ivon Prefontaine's curator insight, January 19, 2016 1:15 PM

This is incredibly important in today's day and age. The world and information are not flat.

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Why do you make bad decisions?

Why do you make bad decisions? | Mindful Decision Making | Scoop.it
From cognitive bias to groupthink - this chart shows what could be clouding your thinking
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Paulo Amendoeira's curator insight, February 1, 2016 6:11 AM

Why do you make bad decisions?

Lorien Pratt's curator insight, May 27, 2016 11:09 PM

A nice chart with the classic biases

LuizQuaglia's curator insight, September 16, 2016 11:18 AM
Decisões ruins! Aqui 20 viés cognitivos que estragam nossas decisões. 
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Group pressure and social conformity (video 15')

Studies included in this video:
* The Bystander Effect
* Asch - Conformity Experiment
* Milgram - Obedience to Authority Study (BBC 2009)
* Stanford Prison Experiment

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Le ventre, notre deuxième cerveau (ARTE, vidéo, 1h)

Le ventre, notre deuxième cerveau (ARTE, vidéo, 1h) | Mindful Decision Making | Scoop.it
Que savons-nous de notre ventre, cet organe bourré de neurones, que les chercheurs commencent à peine à explorer ? Selon cette captivante enquête scientifique, il semblerait que notre cerveau ne soit pas le seul maître à bord.
Philippe Vallat's insight:

Vous serez surpris sur ce que nous sommes vraiment...

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Philippe Vallat's curator insight, September 7, 2015 10:14 AM

Vous serez surpris: nos 3 intelligences et le biotope que nous sommes...

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Data Driven Decision Making: How to Get your Team to Agree

Data Driven Decision Making: How to Get your Team to Agree | Mindful Decision Making | Scoop.it
Applying data driven decision making to your product development process is a great way to reduce risk, drive internal consensus, and reduce friction.
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13 Practical Ideas That Have Helped Me Make Better Decisions

13 Practical Ideas That Have Helped Me Make Better Decisions | Mindful Decision Making | Scoop.it
This article focuses on 13 practical ways that we can make better decisions.

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Miklos Szilagyi's curator insight, June 22, 2015 3:55 AM

Practical ideas, resources to decision-making...:-)))

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What Successful Entrepreneurs Know You Probably Don’t

What Successful Entrepreneurs Know You Probably Don’t | Mindful Decision Making | Scoop.it
Being an entrepreneur isn’t for everyone though making decisions like one gives you the advantage especially when you’re faced with uncertain outcomes or conflicting information. To confuse matters more, the stalwart reference for traditional business thinkers is the Harvard Business Review, which, unfortunately, stands by rational decision making because you can’t control those pesky biases and your unreliable intuition. The simple reality is that when stakes are high, conditions are dynamic, and when an instant decision is required, repeatedly successful entrepreneurs rely
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