To Blink or not to Blink?

Written by Bob Cannon

Continued from page 1

It would appear that our existing methods for making decisions are inadequate in today’s fast paced, techno enhanced, highly competitive world andrepparttar time is right for a new approach that facilitates better decisions…faster. The question facing us then is, To Blink or not to Blink, that isrepparttar 137870 question. Does Gladwell have a better solution?

In Blink, Gladwell mixes scientific research with idealism to suggest that intuition is often superior to reasoned thinking.

Richard A. Posner, judge ofrepparttar 137871 United States Court of Appeals forrepparttar 137872 Seventh Circuit and a senior lecturer atrepparttar 137873 University of Chicago Law School, suggests that there are two types of thinking. One is intuition or hunches, snap judgments, emotional reactions, and first impressions--in short, instant responses to sensations. The second type of thinking is reasoned or articulate and isrepparttar 137874 domain of logic, deliberation, reasoned discussion, and scientific method. Reasoned or articulate thinking isrepparttar 137875 model of rationality, while intuitive thinking is often seen as primitive.

There are numerous examples in Blink of what, onrepparttar 137876 surface, might appear to be intuitive thinking. Posner onrepparttar 137877 other hand suggests that there are many instances whenrepparttar 137878 answer appears in a flash like intuition, but are in fact arerepparttar 137879 result of deliberative processes that have become unconscious simply by becoming habitual.

Gladwell and Posner agree that we are drowning in information. They also agree on unconscious cognition regardless of whether from intuition or experience and habit. Most importantly, they have both created more awareness ofrepparttar 137880 real problem –repparttar 137881 need for an approach to decision-making with improved results.

Byline Bob Cannon helps visionary leaders and business decision-makers build Positive Momentum through better decision-making and implementation. Check out other interesting articles available in the Taking Aim newsletter available at . Bob can be reached at (216) 408-9495 or mailto:

What I would include in a Coaching Book

Written by Stephanie Tuia

Continued from page 1

Avoid favorites.

I’ve seen this firsthand; players playing up torepparttar coach for time onrepparttar 137838 court. However, there are some talented and deserving athletes who are always onrepparttar 137839 same page as their coach, and can thus discover an easy friendship between them. Coaches should be able to form a healthy coaching relationship with their players, where friendship is not a factor of playing time and players are rewarded based on their performance.

Executerepparttar 137840 right mix.

A coach must be able to coordinate his/her players’ strengths and weaknesses. A coach might put out a mix of players ontorepparttar 137841 court to see if that mix will generate a winning chemistry. Ifrepparttar 137842 team executes wins,repparttar 137843 coach will know what works well forrepparttar 137844 team. One player’s weakness can be another player’s strength. A coach will identify this and manage who to put ontorepparttar 137845 court atrepparttar 137846 proper time.

Establish a team vision.

A coach should incorporate a team vision to where players know what their expectations are and will be motivated to carry them out. A vision allows players to rally together for a common purpose. This vision should be encouraging, but also challenging enough to whererepparttar 137847 team is always striving for improving results.

Stephanie Tuia is a Client Account specialist for 10X Marketing.

For professional information on CMOE's Coaching Book, visit CMOE.

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