Klein's discussion of ten common claims relative to decision-making in organizations is an interesting take on a frequently-covered topic. The author goes to great lengths to indicate a state of ‘partial disagreement' with the claims, noting that most work in well-ordered situations yet break down in complex and/or ambiguous environments. Rather than writing a handbook on decision-making, what Klein is really doing is lending support to the notion that humans and the sciences that study them cannot be entirely reduced to formulas, checklists, and statistics. And with that, I whole-heartedly agree.
There are times when Klein is overselling his point. Chapter 16 regarding common ground is one such instance. He offers one grand insight for the chapter - and it is a good one - but then needs to describe it, re-describe it, and tell it again.
Overall, though I read this for a course on executive decision-making, I found myself genuinely enjoying it and mentally applying it to the contexts in which I find myself. What more can we really ask from our non-fiction?
