The Power of Noticing: What the Best Leaders See
Format: PDF / Kindle (mobi) / ePub
A “must-read” (Booklist) from Harvard Business School Professor and Codirector of the Harvard Kennedy School’s Center for Public Leadership: A guide to making better decisions, noticing important information in the world around you, and improving leadership skills.
Imagine your advantage in negotiations, decision-making, and leadership if you could teach yourself to see and evaluate information that others overlook. The Power of Noticing provides the blueprint for accomplishing precisely that. Max Bazerman, an expert in the field of applied behavioral psychology, draws on three decades of research and his experience instructing Harvard Business School MBAs and corporate executives to teach you how to notice and act on information that may not be immediately obvious.
Drawing on a wealth of real-world examples and using many of the same case studies and thought experiments designed in his executive MBA classes, Bazerman challenges you to explore your cognitive blind spots, identify any salient details you are programmed to miss, and then take steps to ensure it won’t happen again. His book provides a step-by-step guide to breaking bad habits and spotting the hidden details that will change your decision-making and leadership skills for the better, teaching you to pay attention to what didn’t happen, acknowledge self-interest, invent the third choice, and realize that what you see is not all there is.
While many bestselling business books have explained how susceptible to manipulation our irrational cognitive blind spots make us, Bazerman helps you avoid the habits that lead to poor decisions and ineffective leadership in the first place. With The Power of Noticing at your side, you can learn how to notice what others miss, make wiser decisions, and lead more successfully.
schedule, she wanted me to help in the government’s suit against Big Tobacco. We decided that I would accept the assignment, Marla would not complain about my being overcommitted, and I would donate all of the fees that I earned from the assignment to charity, as directed largely by Marla. My involvement in the case began on March 10, 2005. The Justice Department’s trial team was led by Sharon Eubanks, an extremely successful trial attorney who had won all twenty-two of her prior cases for the
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the hidden card. In their email discussion, buyers’ messages included comments such as “I think you’re lying,” and “Yeah, right, why should I believe you?” Overall, buyers’ cynicism worked against them. The buyers would have been better off acting as if they were dealing with a computer, doing the arithmetic, and accepting the uncertain outcome of always accepting the cards when the lower card was equal to $40. Ironically sellers believed that communicating with buyers would help them close the
research assistant, coauthor, and editor for most of the last two decades. Katie makes each and every sentence I draft better. In addition, she added her noticing skills to this current effort: Hedy Weiss, of the Chicago Sun-Times, in her review of Katie’s novel Happy Now?, refers to Katie as a first-class noticer. Elizabeth Sweeny, my faculty assistant at the Harvard Business School, has read and edited this book a couple of times along the way, improving the clarity and insightfully questioning
favorably disposed to this car if she has it fixed first, and says, “And by the way, I just spent $500 to replace the water pump and the timing belt.” Or would they be more favorably disposed to buy it if she said, “And by the way, I happen to know that it needs a water pump and a timing belt, and I’m going to knock $500 off the price.” Ray: And you can get it fixed by your mechanic or not get it fixed, your choice. Max: Wow. So, Option A is to fix it, and Option B is to dock the price by how