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Nicholas Michael. The Little Black Book of Decision Making
Acknowledgements
About the Author
Introduction
Part One. No Place for Old Dogs: New Tricks Required
1. Let's Get Real: We All Make Mistakes
First Appearances are Often Deceptive
The Problem with Hindsight
Running on Instinct
Accessing More of Our Potential
Great Power, but No Warning Bells
Multiple Levels of “Truth”
2. Rule Makers, Rule Breakers
A New Set of Rules
Nothing New Stays New
Everything New Becomes Old
The Challenge of Change
We are All Conditioned
Unexplored Assumptions
The Myth of Rationality
3. Coping with an Era of Acceleration
The Limitations of “Best Practice”
Blindsided!
“Necessity is the Mother of Invention”
Prepare for the Revolution
Experts and Chimpanzees
What's the Problem with Complexity?
Context Is Key
The Critical Differentiator
Part Two. Mindset Matters! Getting Beyond the Process
4. What Could be Wrong with “Being Right”?
Who or What to Trust?
Masters of Self-Deception
There's No Avoiding Emotions
I'm Right Because I Believe I Am
In Search of Objectivity
5. The “Reality” Delusion
Interpretation Is Subjective
What Does it All Mean?
Pickpockets and Pockets
No Awareness, No Choices
Three Levels of Awareness
Shaping Experience from the Inside Out
6. Wired for Flight and Fight
Is Survival About Paranoia?
Our Evolutionary Heritage
If the Only Tool You Have is a Hammer …
Fearing “Nothing”
The Scary Unknown
Warped Perceptions
Creating Stress by Thought Alone
The Problem in a Nutshell
7. The Dance of Old and New
Modelling the Mind
The Three Part Brain
Two Approaches to Decision Making
The Conditions for Creativity
Getting to Grips with Insights
Intuition: Our Fourth Mental Capability
Balanced Decision Making Requires a Balanced Mind and Brain
Part Three. Transforming Decision Making from the Inside Out
8. The Inside-Out Challenge
Technical versus Adaptive Learning
Brains are “Plastic”
The Power of Attention
Attention, and The Myth of “the 10,000-Hour Rule”
Turning Development Inside Out
Addressing “Big Questions 1 & 2”
9. Evolving the Brain
The Fundamental Question
Isn't Some Stress Good for Performance?
Introducing … Your Frontal Lobe
The Real Impact of Stress
A Neural Seesaw
The Bad News, and the Good
From Reaction to Response: Shifting Our Perceptual Centre of Gravity
Becoming Mindful
10. Unlocking Creativity Through Mindfulness
Achieving Optimal Performance
The Ultimate Skill
Getting Present
Attention in the Absence of Mindfulness
Bounded Awareness
Seeking to Disprove
Meditation Improves Attention
The Conditions for Insight
Conclusion
The Need for Mindful Awareness
“Get into the Water”
Transformation via the Ten Principles
Index
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THE LITTLE BLACK BOOK OF DECISION MAKING
MAKING COMPLEX DECISIONS WITH CONFIDENCE IN A FAST–MOVING WORLD
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Right now, we are at the leading edge of a transformation that will profoundly change all of that. I know, the term “transformation” is so overused, with many of the situations that it is supposed to describe, particularly corporate transformations, being little more than a bit of reinvention around the edges. Genuine transformation is what happens when a piece of paper is put in a fire – there is no going back. I use the word transformation deliberately, because there will be no going back from what is taking place right now. It has already started, and by the time it is over (to the degree it can be considered fully over), it will have fundamentally restructured the basis of how we, as human beings, will create value. The question is, will you keep up?
In 1987, as a junior officer in the Royal Air Force, responsible for the communications and navigation aids on an airbase, I had been updating our contingency plans for dealing with damage that might be caused by an enemy air attack. On completion of each section, it was sent to the typing pool; then, when it was returned, I'd proofread it for errors and send back any pages which had any so they could be re-typed. It was time-consuming, inefficient and pretty boring, but I didn't recognise that back then – I was just doing my job.
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