Closing the Mind Gap: Making Smarter Decisions in a Hypercomplex World by Ted CadsbyClosing the Mind Gap: Making Smarter Decisions in a Hypercomplex World by Ted Cadsby

Closing the Mind Gap: Making Smarter Decisions in a Hypercomplex World

byTed CadsbyForeword byDon Tapscott

Paperback | March 24, 2014

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We have always struggled, as human beings. But our struggle today is exacerbated by a gap between the increasingly complicated world we have created and the default ways we think about it. Twenty-first-century challenges are qualitatively different from the ones that generations of our ancestors faced, yet our thinking has not evolved to keep pace. We need to catch up. To make smarter decisions -- as governments, organizations, families and individuals -- we need more sophisticated mental strategies for interpreting and responding to today's complexity.

Best-selling author and business leader Ted Cadsby explores the insights of cognitive psychology, anthropology, biology, neuroscience, physics and philosophy to reveal the gap between how we typically tackle complex problems and what complexity actually requires of us. In an accessible and engaging style, he outlines ways to close the gap -- the strategic mental shifts that increase decision-making effectiveness. The bottom line? We need greater complexity in our thinking to match the increasing complexity in our world, and Cadsby shows us how.

Ted Cadsby, MBA, CFA, ICD.D, is a corporate director, consultant, best-selling author and researcher, writer and speaker on complexity and decision making. As the former executive vice president of Retail Distribution at the Canadian Imperial Bank of Commerce, he led 18,000 employees in banking and wealth management services. He also s...
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Title:Closing the Mind Gap: Making Smarter Decisions in a Hypercomplex WorldFormat:PaperbackDimensions:402 pages, 9 × 6 × 0.82 inPublished:March 24, 2014Publisher:BPS BooksLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:1927483786

ISBN - 13:9781927483787

Reviews

Rated 4 out of 5 by from Very worthwhile read Captures profound ideas in simple and creative ways. Here are just a few of my favourites: “For most of us, feeling right is more important than being right.” “We know more than we can say, but less than we think.” “Dogma is for dogs.” "Because is the most over-used word in the English language.” Highly recommend the book. I'm already using a lot of the ideas (mostly based on psychology research). It's a long read (which is why 4 stars instead of 5 - wish author did shorter version) but the more people who understand these ideas, the better off we all would all be.
Date published: 2014-06-22
Rated 5 out of 5 by from Really eye-opening! Based on the positive reviews this book has received, I downloaded it and am now in the process of re-reading it. Most of it is based on psychological experiments that caused me to examine the ways I work through complex problems in my life. I now realize how much I oversimplify my interpretations of other people and the situations we all find ourselves in. My favourite chapters are the last two about how we deal with the complexity of other people and our lives in general. I now realize how truly addicted to certainty I am - an addiction I wasn't even aware I had! There is so much in this book that will stay with me for the rest of my life.
Date published: 2014-06-07
Rated 5 out of 5 by from Superbly written - an inspirational, refreshing read An inspirational, refreshing read, “Closing the Mind Gap” addresses the issue of our approach to solving complex problems, and how the cognitive shortcuts we tend to make are often ill-suited to the types of problems we face in today’s world. Ted Cadsby writes in a practical, easy-to-understand style, providing insights into the many cognitive traps to which we are all susceptible - and how to avoid them. His innovative, refreshingly clear approach draws on insights from cognitive psychology, anthropology, biology, neuroscience, physics and philosophy. “Closing the Mind Gap” shows us that change really is possible if we think about the world in a different way. Ted Cadsby explains his concepts with clarity and philosophical depth, providing a wealth of practical advice and anecdotes that take the reader on a very clear, logical journey through the theory behind the gap that exists between how we typically tackle complex problems and what complexity actually requires of us. I have found that this concept can easily be applied to my own life and am still surprising myself with the new clarity of thought this book has afforded me. “Closing the Mind Gap” is engaging and superbly written - so much so that it is hard not to get excited about the possibility of change. I strongly recommend this book to anyone keen to close their own mind gap in their everyday lives.
Date published: 2014-06-05
Rated 5 out of 5 by from I love this book! Closing the Mind Gap is relevant to both my business and personal life. Here's what's fascinating: Cadsby argues we live in two worlds - the first is simple and full of straightforward problems, with obvious clues to help us understand and make reliable decisions. But now we have a second world we live in, layered on top of World 1. This second world is incredibly complex and making decisions - whether it's raising balanced children, career choices, or determining corporate strategy - requires a whole new set of tools. In World 2, clues are hidden and harder to decipher, feedback is delayed - so we can't just rely on best practices. Good intuition just doesn't cut it anymore! What's great is that it's not just a theoretical dissertation - the author provides practical tools and examples that enable us to avoid defaulting to our first instinct - which is to get to a simple conclusion. Bottom line? Life is complex and uncertain, and this book has really helped me use strategies to be more thoughtful and make better decisions. He explains complex realities, backed by incredibly thorough research, and creates an accessible toolkit we can all use everyday.
Date published: 2014-05-18
Rated 5 out of 5 by from Why we shouldn't trust our intuition, and rely more on collaboration. Here’s a typical gem from Cadsby’s book: You’re out for a walk and run into an old friend. She mentions that she has two children. (a) What are the odds that she has one of each gender? A moment later, a girl runs up behind her, whom your friend introduces as her daughter. (b) What are the odds that your friend’s other child is a boy? (c) Do the odds change if you are told that her daughter is the elder sibling? Answers: a) 50-50 b) 67% c) yes Almost every person I’ve quizzed insists the answers to b and c above are incorrect. Even after I give the explanation, they refuse to agree. Not understanding probabilities is just one example of the sort of mistakes we humans make as we go about our day. Others include our rush to jump to conclusions and trust our often faulty instincts. Intuitions comfort us, because they don’t require effort or concentration. Cadsby explains that the source of our intuitions are often the result of unclear or obscured logic. Cadsby’s book goes a long way to explaining why humans are making such a terrible mess of the world. As we face challenges ranging from global warming to financial meltdowns, humans rely on a brain that was honed over thousands of years of evolution to view the world in simple terms. Go back a few two or three millennia and there were no such things as derivatives and collateralized debt obligations. Our choices were how to stay away from tigers and catch fish. That’s what evolution taught us. It didn’t teach us how to assure hedge funds contribute to society. Not only has evolution poorly equipped us to deal with today’s complex issues, our instinct is to reject that validity of this statement. We stubbornly refuse to accept that complex problems that are beyond our ability to readily grasp. As Cadsby writes, "because" is one of the most overused words in the English language—it implies we've got causal relationships all figured out, when we usually do not. After painting a bleak picture, Cadsby rewards readers with strategies to avoid the pitfalls of always thinking we have the right answer. For example, we must learn how to collaborate with each other intellectually, something that is not taught in business or public policy schools, so business people and politicians should take note. The research demonstrates that when it comes to problem solving, groups do better than individuals working on their own. But the benefits of cognitive diversity do not happen spontaneously, which is why Cadsby points out that leaders must sharpen their skills in facilitating high-quality conversations. Cadsby argues that strong thinking is adept at avoiding the many cognitive traps that we are all vulnerable to, especially the urge to rush to conclusions based on a superficial analysis of cause and effect. In fact, his chapter on "rethinking causality" is one of the book's most important chapters because this is where he starts to delve into how exactly we can think about the world in more useful ways. So in the the end there is cause for optimism. The book is a great read, and draws on areas such as many academic fields such as psychology, biology, neuroscience, and physics. Cadsby sounds like the kind of person you would love to find yourself sitting beside on a long plane flight. The time would pass quickly.
Date published: 2014-05-17