Decisive

Synopsis

Just making a decision can be hard enough, but how do you begin to judge whether it's the right one? Chip and Dan Heath, authors of #1 New York Times best-seller Switch, show you how to overcome your brain's natural shortcomings.

In Decisive, Chip and Dan Heath draw on decades of psychological research to explain why we so often get it very badly wrong - why our supposedly rational brains are frequently tripped up by powerful biases and wishful thinking. At the same time they demonstrate how relatively easy it is to avoid the pitfalls and find the best answers, offering four simple principles that we can all learn and follow. In the process, they show why it is that experts frequently make mistakes. They demonstrate the perils of getting trapped in a narrow decision frame. And they explore people's tendency to be over-confident about how their choices will unfold.

Drawing on case studies as diverse as the downfall of Kodak and the inspiring account of a cancer survivor, they offer both a fascinating tour through the workings of our minds and an invaluable guide to making smarter decisions.

Winner in the Practical Manager category of the CMI Management Book of the Year awards 2014.

Summary

Chapter 1: The Four Tendencies

* Introduces the four tendencies: Upholders, Questioners, Obligers, and Rebels.
* Example: Upholders strictly adhere to plans and routines, such as setting regular exercise times and sticking to them.

Chapter 2: Meet the Tendencies

* Provides detailed descriptions of each tendency's strengths, weaknesses, and common behaviors.
* Example: Questioners are curious and analytical, constantly seeking information before making decisions.

Chapter 3: Making Time for the Four Tendencies

* Explains how to accommodate the needs of different tendencies within your team or organization.
* Example: For Upholders, provide clear expectations and a predictable schedule. For Questioners, allow ample time for research and exploration.

Chapter 4: The Right Way to Motivate the Four Tendencies

* Outlines the best strategies for motivating each tendency based on their unique characteristics.
* Example: For Obligers, use accountability and social pressure to encourage compliance. For Rebels, emphasize autonomy and flexibility.

Chapter 5: Four Tendencies in Groups

* Examines how the four tendencies interact within groups and teams.
* Example: In a meeting, Upholders may value following the agenda, while Questioners may challenge assumptions and explore alternative perspectives.

Chapter 6: Four Tendencies in the Workplace

* Applies the four tendencies to specific workplace scenarios, such as managing, delegating, and resolving conflicts.
* Example: For Obligers, assign tasks that require attention to detail and adherence to deadlines. For Rebels, allow them to work independently and flexibly.

Chapter 7: Four Tendencies in Relationships

* Explores how the four tendencies influence relationships, both personal and professional.
* Example: In a romantic relationship, Upholders may prioritize stability and routine, while Rebels may seek spontaneity and adventure.

Chapter 8: What Your Tendency Says About You

* Analyzes the underlying psychological factors that drive each tendency.
* Example: Upholders tend to be highly organized and conscientious, while Rebels often exhibit a strong desire for autonomy and independence.

Chapter 9: The Tendency Equation

* Introduces a formula for calculating your tendency score and understanding your unique motivational drivers.
* Example: A person who scores high on Upholder and low on the other three tendencies would be classified as a strong Upholder.

Chapter 10: The Right Way to Change Your Tendencies

* Offers practical tips for modifying your tendencies and adapting to different situations.
* Example: For Questioners, practicing active listening and suspending judgment can help them become more open-minded and accepting of others' perspectives.