Podcasts about how we decide

David Eagleman, an noted neuroscientist and author of "How We Decide," talks about how our brains make decisions and how things like headbands can affect our judgments.

Annie Duke is author, corporate speaker, and consultant in the decision-making space. For two decades, Annie was one of the top poker players in the world. In 2004, she bested a field of 234 players to win her first World Series of Poker bracelet. The same year, she triumphed in the $2 million winner-take-all, invitation-only World Series of Poker Tournament of Champions. She retired from the game in 2012. Annie is author of multiple wonderful books, including Thinking in Bets, How We Decide, and her latest being Quit: The Power of Knowing When to Walk Away. In this episode, Annie talks about why life is like poker and not chess, how to make sound decisions, the power of quitting, and much more. To know more about this initiative, check out: https://www.vishalkhandelwal.com/ https://www.safalniveshak.com/ To know more about my book - The Sketchbook of Wisdom - which Morgan Housel calls "a masterpiece," please visit - https://book.safalniveshak.com  

It's easy to find yourself thrust into a position where others regard you as an ”expert”, but what really constitutes expertise? Do you have it? Can it be acquired? When will you feel like you have it? (And why feeling like an expert should be a warning sign…) What makes an expert? Are you one? Do your friends or your employer consider you one? How does one go about seeking expertise? Relatedly, it's a big and confusing internet out there and every day you are confronted with people who claim to be experts. Jim and Mike have some tips for separating the expert wheat from the poser chaff, especially when that purported expert is in the mirror.   Links: Talent is Overrated by Geoff Colvin  The Talent Code by Daniel Coyle The Culture Code: The Secrets of Highly Successful Groups by Daniel Coyle The Art of Learning: An Inner Journey to Optimal Performance by Josh Waitzkin  Research study How We Decide by Jonah Lehrer The Invisible Gorilla: How our Intuitions Deceive Us by Christopher Chabris and Daniel Simmons  From Beginner to Expert by Patricia Benner    Like what we're doing? Head over to Patreon and give us a buck for each new episode. You can also make a one-time contribution at GoFundMe.  Intro music credit Bensound.com

Saya membahas buku How We Decide karya Jonah Lehrer. Buku ini membahas bagaimana cara kita mengambil sebuah keputusan. Seringkali, kita berpikir kalau proses sebuah pengambilan keputusan itu entah rasional atau emosional. Namun ternyata, tidak sesederhana itu. Keputusan terbaik merupakan gabungan sempurna antara rasional dan emosional, lebih penting lagi, situasi yang berbeda membutuhkan bagian otak yang berbeda. Misalnya, ketika kita membeli rumah, lebih baik biarkan sisi emosional kita yang memproses berbagai alternatif. Lain halnya ketika kamu memilih sebuah saham, bergantung pada intuisi semata malah mendatangkan kerugian.

In this episode of "Keen On", Andrew is joined by Jonah Lehrer, the author of "Mystery: A Seduction, A Strategy, A Solution", to discuss the secrets of mystery's allure, within the context of recent discoveries in the fields of psychology, neuroscience, and anthropology. Jonah Lehrer is a writer, journalist, and the author of A Book About Love, How We Decide, and Proust Was a Neuroscientist. He graduated from Columbia University and studied at Oxford University as a Rhodes Scholar. He's written for The New Yorker, Nature, Wired, The New York Times Magazine, The Washington Post, and The Wall Street Journal. He lives in Los Angeles, California. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why did I do that? It's a question we don't ask ourselves enough. As small business leaders and entrepreneurs, it's crucial to understand the human decision-making process. This week, we take a look at a Must-Read that does exactly that. Jonah Lehrer's How We Decide challenges the myth of rational, logical, even self-serving decision-making. Instead, […] The post MBA1583 Must Read: How We Decide by Jonah Lehrer appeared first on The $100 MBA.

Why did I do that? It’s a question we don’t ask ourselves enough. As small business leaders and entrepreneurs, it’s crucial to understand the human decision-making process. This week, we take a look at a Must-Read that does exactly that. Jonah Lehrer’s How We Decide challenges the myth of rational, logical, even self-serving decision-making. Instead, […] The post MBA1583 Must Read: How We Decide by Jonah Lehrer appeared first on The $100 MBA.

COL. Katherine Graef is the current  Logistics Director of Special Operations Command Africa. Graef  has also served as the Director of Logistics in  Qatar, she commanded the  Combat Sustainment Support Battalion, and  taught as a  Military Professor at  the  Nava l War College in Newport, RI.  In this episode, Graef discusses how leading a group of high performers can  sometimes  be more challenging than leading  a group of mixed ability level.  Graef also presents how authenticity  became an explicit value for overcoming  her own adversity and through her experiences of  working with other leaders that lacked integrity and consistency.  She even admits how there were even parts of her career where she felt like a hypocrite. Listen to this Coaching Through Stories episode and learn how  Graef found her way to  authenticity  and how you can discover your own authentic path  and be your true self in the workplace.     NOTE: This podcast was recorded in January 2020, shortly after an attack on US forces in Kenya. Kathy mentions this attack contemporaneously as a current event in January. This attack did not occur in April when this podcast airs. Views presented in the podcast as reflective of COL. Katherine Graef’s personal opinions and are not those of the Department of Defense or any of its components.      Episode Highlights:    Graef’s current role as Logistics Director of Special Operations Command Africa has been the most challenging but the most reward role so far in her career    “It takes moral courage to look somebody in the eye and say, ‘Hey, you’re not meeting the standard.”   When leaders are faced with an employee who does not meet expectations, focus on the outcome you seek.   Reflect as a leader and ask yourself: 1. Are you providing the right instruction for your subordinates to be successful? 2. Are you as a leader giving an underperforming subordinate the tools needed to be successful? 3. Is your training or leadership style working for all of your subordinates?   Humans in general tend to gravitate toward problem-focused solutions to resolve issues rather than solution-focused. High performers approach problems with a solution-focused mindset.   Graef will test people if she feels integrity in compromised in someone and discusses how a lack of integrity is a deal breaker for her.   Leadership authenticity shows up in a leader’s ability to be consistent in the treatment of their superiors, peers, and subordinates. “You have to model and reward the behavior you seek.” A lack of consistency in leadership reduces credibility in the organization and the organization’s values.   A lack of alignment of authenticity creates stress, Graef discusses her journey of being fully authentic and how it empowered her to fully enjoy life   As a leader, you must understand what an organization needs from you and under what competencies are required to prioritize, perform, and thrive.   Understand what your followers need from you as a leader.   A leader must set the pace to avoid burnout and live a balanced life.    A high performing leader has the ability to balance humility and confidence.   Self-awareness is critical, a leader much learn the physical symptoms that come with self-doubt and lack of confidence.   Sometimes it takes a situation or some kind of adversity to occur in order to provide the opportunity for a leader to be great instead of just average   Resources Mentioned:   How We Decide  by Jonah Lehrer   Whistling Vivaldi: How Stereotypes Affect Us and What We Can Do  by Claude Steele   To learn more about how to become a resilient and adaptable leader please visit https://www.higherechelon.com/       Help us grow by leaving a rating or review on Apple Podcast  To learn more on how you can take your leadership to the next level, check out our service offerings: Resilient and Adaptable Leadership, Executive Coaching, and Change Management.  Follow us on Facebook, Twitter, and LinkedIn 

Do you make good decisions? Today Riley discusses Jonah Lehrer's guidelines for making better decisions in his book How We Decide. He explains the importance of making better decisions, how to make better decisions, and more. Riley hopes you found value in this episode that will propel some aspect of your life. If you enjoyed this episode, please subscribe wherever you listened along with leaving a review to assist in enabling others to hear this episode. Sign up for CrowdQuestion free and follow The Moore You Know Podcast to ask Riley questions surrounding what was discussed. CHECK OUT MY BOOK HERE - https://www.amazon.com/dp/B084DHWN69 CHECK OUT THE CHARITY BOOK DRIVE HERE - https://www.gofundme.com/f/young-men-in-juvie-amp-foster-homes DOWNLOAD CrowdQuestion FREE AT https://www.CrowdQuestion.com

  On this episode we’ll talk about… 1. The role of emotions in decision making. 2. I’ll share a report about a  first responder who had a near-miss with a chain saw. 3. And we’ll talk about why so few first responders and industrial workers are being taught about situational awareness.   FEATURE TOPIC How you decide to do something… or not do something is a complex process that involves multiple brain regions. Are decisions made with the rational brain or the intuitive brain? The answer, surprisingly, is both. Rational judgment allows you to process facts and data essential to good decision making. Intuition allows you to tap into past training and experiences and quickly glean the lessons of your successes and failures – lessons seeded deep into memory by… emotions. The role of emotions Some think that the best decisions are rational decisions, devoid of all emotion. This is a fallacy. In fact, it would be impossible to make a good decision if you were somehow able to shut off the emotional control center of your brain. The role of the emotional control center on decision making was well documented in misfortune of Phineas Gage. On September 13, 1848, Gage was directing a work gang blasting rock while preparing the roadbed for a railroad outside the town of Cavendish, Vermont. Setting a blast involved boring a hole deep into an outcropping of rock; adding blasting powder, a fuse, and sand; then compacting this charge into the hole using the tamping iron. Gage was doing this around 4:30 p.m. when (possibly because the sand was omitted) the iron "struck fire" against the rock and the powder exploded. Rocketed out of the hole, the iron "entered on the [left] side of [Gage's] face ... passing back of the left eye, and out at the top of the head."‍ In the process, his prefrontal cortex suffered heavy damage. My Lesson, Sans the Brain Jargon During the Mental Management of Emergencies program I spend a great deal of time demystifying the process for how we make decisions under stress. But I don’t try to impress attendees with a bunch of neuroscience terminology. The lessons are way to important for that. While I’ve intensely studied brain science, I am first, and foremost, a first responder. My 30+ years on the line allows me to apply the science in a way that practitioners, like yourself, can easily understand and relate to. Metacognition One of the “jargon” terms used by Lehrer in his book “How We Decide” is metacognition. What does that mean? Merely this: Metacognition means being consciously aware of your own thought processes. As it relates to the Mental Management of Emergencies, it means having a conscious awareness of: 1. How you make decisions under stress 2. How you develop and maintain situational awareness at emergency scenes 3. The barriers that can impact your situational awareness 4. How to know you’re losing your situational awareness before it’s too late 5. How to regain your situational awareness if you are losing it As first responders the more conscious awareness you have about your decision making and situational awareness processes and the barriers that can impact your situational awareness, the better you can be at managing and overcoming the challenges. That is what my mission is all about. “Get in the Loop” Tour In 2012 I launched the “Get in the Loop” situational awareness tour to get this critical message out to first responders and industrial workers who make high-stress, high consequence decisions. To date, the Tour has stopped on four continents and the message has been delivered to more than 38,000 program attendees. Why did I call it the “Get in the Loop” tour? Because first responders and industrial workers are, for the most part, out of the loop when it comes to understanding the how the brain makes decisions and we form situational awareness. Most people don’t have the time (or perhaps the interest) to read up on all the research. No worries though. I’ve done it for you. My program is designed to get you “Into the Loop” in way that’s strives to be both entertaining and educational. SITUATIONAL AWARENESS NEAR MISS LESSON LEARNED   This lesson comes to us from the Firefighter Near Miss Reporting System, where lessons learned become lessons applied.   TURNOUT PANTS DAMAGED WHILE USING CHAIN SAW NEAR-MISS EVENT, WITH PROPERTY DAMAGE ONLY Monday, July 29, 2013   Engine [1] responded to a motor vehicle collision with injuries. Upon arrival, there was a large tree branch that had fallen on a mid- size SUV. The tree was completely blocking access to the road. It was estimated to be approximately 20-25" in length, and up to three feet in diameter. The driver walked inside a nearby residence with minor injuries. EMS assessed the patient and obtained a patient refusal. A Battalion Chief arrived on scene, and asked the officer to evaluate the branch to see if engine [1]’s crew could remove it or if landscape services would be needed. The decision was made to remove the branch utilizing engine [1]’s personnel.   A firefighter started the chainsaw and the officer was positioned behind the firefighter as a Safety. The firefighter began cutting the smaller branches, and worked back towards the base of the tree. The firefighter was applying the chain brake between cuts earlier in the incident. It was dark, and flashlights were used to illuminate the working area. Approximately half of the branch was removed from the road way, when the officer felt something strike his left leg. The officer thought it was a branch and continued working. The tree branch was completely removed, and the road access was opened. The crew of engine [1] removed all of the pieces of wood from the road and placed the wood in the yard from which the tree fell. The crew also raked and swept the roadway removing the remaining debris. Engine [1] went available and returned to quarters.   Next shift, the officer was placing his gear on the truck when he noticed cuts on the outside liner of his bunker pants. The cuts were on the left pant leg and were consistent to the area that was struck while removing the tree. The pants were taken out of service. Safety was notified, and administrative paper work was completed.   LESSONS LEARNED -       To allow Landscape Services to continue in and complete the cutting operation instead of the engine crew -       The scene should have been better illuminated for a safer operation utilizing quartz or tower lighting. -       Allow the cutter a 10" safety perimeter, and only the cutter announces when it is to be entered after chain brake is applied. -       Minimum use of turnout pants for all members involved in cutting event. Administration is currently determining if chaps should be placed on fire apparatus. -       Training video on chain saw safety was recorded to be distributed throughout the department for transparency and increased awareness   You can visit them at www.FirefighterNearMiss.com   And you have experienced or witnessed a near miss and would like to be interviewed on this show, visit my companion site: www.CloseCallSurvivor.com and click on the “contact us” link. Thank you, in advance, for sharing your lessons learned so others may live.   INFORMATION If you’re interested in attending a live event, you can check out the Situational Awareness Matters Tour Stop schedule at: SAMatters.com. Click on the Program and Keynotes tab just below the header, then click on the “Events Schedule” tab. If I’m in your area, I hope you’ll consider attending a live event.   If you’re not able to attend a live event, consider signing up for the SAMatters On-Line Academy. The Academy contains videos and articles that cover the same content as a three-day live tour event, delivered in 14 modules you can go through at your own pace, from your own computer. The Academy Plus version of the Academy includes four books that are referenced throughout the Academy. The Plus version is a great bargain because the tuition simply covers the cost of the books… making the Academy free!   Just click on the link below the header on the SAMatters home page titled “On-Line Academy.”   SAMatters COMMUNITY Question   This question comes from a reader whose department hosted a Situational Awareness Matters Tour Stop in 2012.   QUESTION: Recently, several members of my department attended a wildland firefighting program. On the first day the instructors never said a thing about situational awareness even though the topic is covered in the curriculum. On the second day the lead instructor asked the question: “What is situational awareness.” The room fell silent and then the instructor proceeded to explain situational awareness in a way that was lame and confusing and then promptly moved on to another topic.   The members from my department in the program asked several questions about SA. The instructors not only could not answer the questions, they seemed perturbed that we asked them any questions at all. How can we improve instructors' understanding of situational awareness?   ANSWER: The problem with teaching situational awareness is it's not exactly a simple concept to learn, yet alone teach. Many instructors haven't taken the time to learn the neuroscience essential to be a good instructor on the topic. It has taken me seven years of intense study to even begin to understand the complexities of situational awareness and I am learning new things daily. Sadly, some instructors simply won't say they don't know the answer. Or worse, they teach SA inappropriately.   I recently had a student tell me he was taught situational awareness at a conference by an instructor who was an attorney. The student told me it was disastrous and he left the session confused and angry. Unfortunately I have seen and heard of similar accounts to this one far to often. One of the goals of the Situational Awareness Matters! website is to help fix this problem. There is a huge gap between what most first responders and industrial workers know about situational awareness and what they need to know. I am trying to close that knowledge gap. While there are some educational materials for sale on my website, there are also more than 200 free articles on a wide range of situational awareness topics.   CLOSING   That it! Episode 5 is complete. Thank you for sharing some of your valuable time with me today. I sincerely appreciate your support of my mission.   If you like the show, please go to iTunes, and search for SAMatters Radio and subscribe to the podcast and leaving your feedback and a 5-star review. This will help others find the show.   You can also sign up for the free SAMatters monthly newsletter by visiting www.SAMatters.com and clicking the red box on the right side of the home page.   Be safe out there. May the peace of the Lord, and strong situational awareness, be with you always.   You’ve been listening to the Situational Awareness Matters Radio show with Dr. Richard B. Gasaway. If you’re interested in learning more about situational awareness, human factors and decision making under stress, visit SAMatters.com. If you’re interested in booking Dr. Gasaway for an upcoming event, visit his personal website at RichGasaway.com   Situational Awareness Matters! website www.SAMatters.com   On-Line Academy http://www.samatters.com/situational-awareness-matters-academy/   Upcoming Events Schedule http://www.samatters.com/programs-keynote/eventschedule/   Books and Videos (Store) http://www.samatters.com/store/   Firefighter Near Miss Reporting System http://www.firefighternearmiss.com/   Close Call Survivor Website www.CloseCallSurvivor.com   Contact Rich Gasaway www.RichGasaway.com Support@RichGasaway.com 612-548-4424    

From the best-selling author of How We Decide comes a revelatory look at the new science of creativity. Why did Elizabethan England experience a creative explosion? What can we learn from Bob Dylan's writing habits and the drug addiction of poets? How did Pixar redesign its office space for maximum creativity? How can you embrace your own creative side and make your community more vibrant? Join us for a discussion into the deep inventiveness of the human mind, and its essential role in our increasingly complex world.

We'll explore the workings of creativity -- from how to bring more of it into organizations to who is creative to how the brain works with creativity. Our guest is Jonah Lehrer, author of the new book, Imagine: How Creativity Works, as well as How We Decide and Proust Was a Neuroscientist. He is also contributing editor at Wired, a frequent contributor to The New Yorker and a columnist for The Wall Street Journal. Find more at http://www.jonahlehrer.com/.

The government reports better-than-expected jobs numbers. Dunkin Donuts flirts with an IPO. Warren Buffett deals with some trouble on the ranch.  And Abercrombie & Fitch deals with a bikini brouhaha.  Our analysts tackle these stories and share some stocks on our radar.  Plus, How We Decide author Jonah Lehrer talk about how investors can make better decisions.

On this week's Motley Fool Money, we share some of our favorite interviews. Jonah Lehrer talks about How We Decide.  Dan Ariely talks about the Upside of Irrationality.  And Christopher Chabris talks Invisible Gorillas. 

New York's Attorney General throws the book at Bank of America.  Bailout beneficiary AIG prepares to hand out big bonuses.  Toyota does damage control.  And Apple CEO Steve Jobs goes on the attack against Google. On this week's Motley Fool Money Radio Show, we'll tackle those stories, talk with How We Decide author Jonah Lehrer, and share three stocks on our radar.

  Jonah Lehrer tells "How We Decide" stuff.  Great conversation.  Then how did General Motors become Government Motors?   Iowan's wonder.

This week on WireTap, author Jonah Lehrer discusses his book, "How We Decide". Plus, Howard offers Jonathan some decision making advice with his very own version of the I Ching. That's WireTap, with Jonathan Goldstein, Sunday afternoon at 1 (1:30 NT, 4 PT) on CBC Radio One.

A conversation about the organic basis of decisionmaking with Jonah Lehrer, editor-at-large at Seed magazine and author of How We Decide.