Improving Problem Solving Skills
Identifying which phases of problem-solving you handle well can help you practise weaker skills or work with someone whose strengths complement yours.
THE REFERENCE LIBRARY
A growing collection of ideas for understanding the world — and your own thinking.
Identifying which phases of problem-solving you handle well can help you practise weaker skills or work with someone whose strengths complement yours.
Various approaches from psychology and statistics, such as broadening the search for considerations, decomposing uncertainty, and using calibration data, can help reduce judgmental biases in assessing uncertainty in physical measurements.
The cognitive bias where individuals favor members of their own group over those in other groups, often leading to prejudice, stereotyping, and hostility towards outsiders.
Erikson describes Yellow as a style drawn to novelty but easily bored by routine follow-up. His juggling metaphor and sales-coaching story illustrate the gap between starting enthusiastically and completing the work.
Beliefs learned from culture or past experience can mislead predictions about how an event will feel. Familiarity does not necessarily correct them, because memories of earlier emotions can also be distorted.
Many important discoveries and inventions result from serendipity—finding something valuable while searching for something else. This challenges the classical model of planned discovery and highlights the unpredictability of innovation.
An inappropriate appeal to authority treats someone’s status as sufficient support for a claim or action when their expertise, relevance, or independence is in doubt. Relevant expert testimony can provide evidence, but titles and fame alone do not settle an argument.
Inattentional blindness is the phenomenon where focused attention on a task causes people to miss unexpected but salient stimuli, as demonstrated by the famous 'invisible gorilla' experiment.
Incentives influence choices through both their value and how noticeable they are. Good design asks who chooses, who uses, who pays, and who profits. Aligning those interests can help, but rewards alone may not overcome judgment biases such as anchoring.
Monetary incentives are not always effective and can sometimes backfire; non-monetary incentives like social norms and information about others' behavior are often more powerful in influencing behavior.
In Acemoğlu and Robinson’s framework, inclusive institutions spread economic opportunity and constrain political power. Extractive institutions concentrate power and wealth. The framework examines how these arrangements influence investment, innovation, and national development.
Inconsistency is a logical fallacy where one or more propositions are asserted that cannot all be true. It also refers to holding multiple views or beliefs that cannot all be true simultaneously.
Integrating root cause analysis into audit work programmes helps teams examine why control gaps occur, whether they matter given the organization’s risk appetite, and whether improvements justify their cost. The examples also distinguish compliance from effective practice.
Using a crossword puzzle with two valid solutions, the author illustrates the philosophical concept of indeterminacy of translation, where multiple interpretations can fit the same evidence, but in practice, numerous constraints usually yield a single interpretation.
Different mental models lead to varied perceptions and actions, and conflicts arise when individuals assume their model is the only rational one. Mental models also incorporate automatic routines that enable efficiency but can become inflexible and maladaptive in changing contexts.
Differences in cognitive ability, task interpretation and thinking dispositions can help explain why judgments depart from normative models. The authors argue that computational limits and random errors do not account for all the systematic variation in their research.
Erikson emphasizes individual differences in body language and describes posture patterns in his color-based framework. A gesture may have more than one explanation, so it should be interpreted in context.
There are large individual differences in sympathetic magical thinking, with some people using material essence models and others spiritual essence models for contagion and similarity. Sensitivity to magical contamination also varies widely across individuals and cultures, with some highly sensitive and others not.
Taleb warns that observations from the past may support fragile generalizations when conditions change or variables interact. His critique concerns overconfidence in those generalizations, rather than induction being inherently a cognitive bias.
Mathematical induction proves a statement for positive whole numbers by establishing a starting case and a general step to the next case. Empirical induction instead extends observations to unobserved cases without a deductive guarantee. Cheng’s cookie examples illustrate why a plausible step or a chain of small differences is not enough.
Induction is a cognitive heuristic where the brain compresses specific experiences into general principles, making memories easier to store and recall by reducing perceived randomness.
Inductive reasoning draws conclusions that are likely but not certain based on premises. Unlike deductive arguments, inductive arguments allow the conclusion to be false even if all premises are true, and the strength of the inference increases with more supporting evidence.
A mental model describing how excessive hope for a future event can trap individuals in passive waiting, causing them to neglect present opportunities and ultimately miss out on life.
Taleb distinguishes between tolerable inequality (from risk-takers with skin in the game) and intolerable inequality (from rent-seekers without downside). He argues for dynamic equality, where the wealthy are subject to the risk of losing their status, rather than static redistribution.
Taleb contrasts Gaussian distributions with scalable, heavy-tailed ones. In his examples, a very large combined total is more plausibly dominated by one contributor under a heavy-tailed model; the particular split depends on the distribution assumed.
Physical inertia is the tendency of an object to maintain its velocity unless a net force changes it. Used as an analogy for habits and organizations, it prompts us to ask what sustains an existing pattern and what would make a change easier.
Established consumer habits can resist change because familiarity and switching costs favor the existing choice. Newton’s second law provides a metaphor for that resistance, rather than a formula for predicting behavior.
In war, inertia describes the resistance to movement caused by exhaustion. Well-rested soldiers build momentum faster, while exhausted troops are harder to motivate.
Belief inertia is a metaphor for the persistence of established beliefs. It can explain both resistance to new evidence and the determination to continue through setbacks; the question is whether the belief remains responsive to what we learn.
An inference is a logical step from one or more premises to a conclusion; an argument consists of premises that support a conclusion. The text explains how to identify premises, conclusions, and the logical relationships between them.
Inferential correction refers to the process by which initial automatic judgments are adjusted by slower, deliberate thought. It is related to the anchoring and adjustment heuristic and describes how people correct their initial dispositional inferences.
Search engines infer user intent from the phrasing of queries, leading to biased results that align with the user's implied stance. This can reinforce confirmation bias by returning results that match the positive or negative framing of the query.
The inflation of conflict fallacy exaggerates the amount of disagreement among experts in a field to invalidate claims or policies, often by presenting fringe opinions as equal to consensus, as seen in global warming denial or creationist arguments.
A mathematical inflection point is where a curve changes concavity. A tipping point is a threshold beyond which a system can shift sharply. The terms are sometimes used as metaphors for major change, but they describe different properties.
You can inspire and influence others without overpromising or exaggerating your certainty. By communicating vision, passion, and conviction while acknowledging uncertainty as 'in the world' rather than 'in you,' you maintain credibility and motivation.
Galef argues that admitting uncertainty can be compatible with influence. Bezos’s candid discussion of Amazon’s risks illustrates how a persuasive case can acknowledge the possibility of failure.
The human tendency to react to a person or object based on coincidental associations rather than its intrinsic qualities, often leading to misjudgments in purchases, relationships, and evaluations of messengers.
Thinking at the margin asks how an incremental change affects choices. A price increase, tax, or additional penalty may change some people’s behavior without changing everyone’s. The approach helps identify who may respond, how much, and what unintended effects could follow.
Informal fallacies are errors that require attention to an argument’s content, language, or context to identify. Examples include unsupported causal claims, circular reasoning, hasty generalization, irrelevant appeals, and shifts in the meaning of a term.
A set of 17 scenarios each committing an informal logical fallacy, used for practice in identifying fallacies.
The source uses homeostasis as an analogy for information sharing. In relationships such as medical care, sharing knowledge and listening to concerns can help participants make decisions despite differences in expertise and power.
Information bias is the tendency to seek more information even when it will not change a decision. More information isn’t always better; with less information, people can often predict more accurately.
More information can increase confidence without improving accuracy. Taleb uses image-recognition and forecasting studies to illustrate how early interpretations can persist even as additional details arrive.
Drawing lessons from aviation, this framework emphasizes the need to provide decision-makers with the right amount of timely data while avoiding overload. It calls for filtering information, tracking KPIs and KRIs, setting milestones, avoiding 'hockey stick' forecasts, and corroborating data through multiple sources.
The U.S. Navy's introduction of radar and VHF radio during WWII provided excessive information to commanders, causing confusion, delayed decisions, and operational breakdowns—demonstrating that more data can worsen decision-making.
The evolution of cockpit design from minimal controls to complex instrument panels reveals that too much information can overwhelm pilots, emphasizing the need for optimal information presentation. This lesson from aviation applies broadly to high-reliability organizations.
Common cognitive biases that affect how information is processed, including availability, inattention to quality, anchoring, and nonregressive prediction.
A phenomenon where rational agents ignore their own private information or judgment to follow the actions of others, leading to imitation chains that can cause stock market bubbles and cultural fads.
Informational Domain Specification (IDS) means choosing and organizing data to fit an analytical question. It calls for relevant variables, compatible levels of aggregation, and a model that avoids unnecessary complexity. The framework describes domains as just-specified, under-specified, or over-specified according to whether the chosen information supports the task.
Assess data quality by checking what existing measures mean, whether their values are dependable, and how they vary. New indicators, combinations, and aggregates may answer questions the raw fields cannot answer directly. Visualizations can help reveal gaps, unusual values, and limited variation.
Informational triangulation, or cross-source insight verification, improves decisions by making the available evidence more credible and dependable. It checks consistency across different data sources and methods of analysis to control for threats to truthfulness.
People derive belonging and status from group membership, leading to favoritism for their own group and hostility toward rival groups, even when group boundaries are arbitrary.
Speakers anchor in their own intentions and believe their utterances are more transparent than they really are, failing to adjust for the addressee's perspective.
Goldratt’s theory of constraints assumes that a few underlying relationships can explain many problems in a system. The author connects this idea of inherent simplicity to Cynefin, arguing that testing explanations can make an initially complex situation more manageable.
This concept advocates for cultivating intellectual insecurity over confidence, treating probability as a branch of applied skepticism that accepts uncertainty and develops methods for dealing with ignorance rather than mere computation.
This cognitive bias describes how affective responses (liking/aversion) are often insensitive to objective features like probability or scope, leading to decisions that diverge from rational expected value, as demonstrated by experiments on electric shock avoidance and cold water pain.
Strong emotional reactions to an outcome can make people give too little weight to differences in its probability. Imagining a jackpot or a frightening loss may dominate the decision even when the odds change substantially.
The inside view is the tendency to make predictions based on specific, anecdotal information about a case rather than considering the base rates of similar cases, leading to overconfidence and forecasting errors, a key component of the planning fallacy.
Gary Klein describes how experienced practitioners recognize a situation, mentally test a possible response, and revise their understanding when events surprise them. He distinguishes this process from comparing a full list of options. His account of insight focuses on changes to a mental model, including demonstrations that help someone notice an inconsistency for themselves.
Conceptual frameworks must be put into practice. The 3E framework’s Insight Extraction step identifies the best way to measure each evidence category (operational data, theoretical research, norms & standards, expert judgment) and capture its essential information.