am 25. April 2000
For someone with high management/administration responsibility, many of the examples and anecdotes described in the books would shed light on how your organisation as a whole could go wrong, eg, mis-communications, failure to spot symptoms due to inexperience of staff etc. But the bulk of the book is not (at least directly) on how individuals make decision in particular situations. It will be five stars if it could be more focused and systematic. Anyway if all the lessons are remembered and applied, a manager will make much less management mistakes and devise better management systems to avoid those mistakes. All in all, a very good and rare book.
am 9. März 1999
Although I am not a professional in this area, I have had many experiences that required me to learn how people make decisions. This book goes a long way toward explaining these processes and provides plenty of examples to learn from. Not only does Gary Klein present his results, he covers how the data were obtained, its analysis, his assumptions, and how the conclusions were reached. It provides great insight into one's own thinking and decision making process. I was truly amazed at how readable this book was and how thoroughly real life examples were analyzed. I would recommend it to anyone in any field.
am 7. Dezember 1999
There is a lot of literature on how decisions should be made, but very little about how they are made under extreme pressure, when there is no time for heavy analysis. This books shows how experts at fast decision-making, such as firefighters and police officers, do it. It explains the value of lore and the fascination we all have with it. Importantly, it shows a lot about how to use lore to become an expert, oneself. It is a real contribution to decision-making literature.
am 20. Juni 1998
If you have worked in the decision support arena for as many years as I have, it is immensely useful to see the traditional, deliberate, compare-all-options approach of decision making contrasted with the process that experienced decision makers seem to follow. Klein provides numerous examples of this in his book.