Just like excellent poker playing, deciding how and whether to act in an innovative effort requires both fast and slow systems of thinking. You need slow thinking to update your current beliefs with recent learning and then use fast thinking to act based on your experience and intuition. This Advisor explores some examples of fast and slow thinking in today’s organizations.
Advisor
Modern Trends in Dealing with Uncertainty: Using Fast and Slow Thinking
Posted January 18, 2018 | Leadership |
About The Author
Murray Cantor has been a leader for over 30 years, applying leading-edge ideas in software and systems development. Currently, Dr. Cantor is CTO of Aptage. Recently, he served as an IBM Distinguished Engineer, a member of the Rational CTO Council, and the Rational Lead for Analytics and Optimization for Software and Systems, where he led the application of predictive analytics to software and systems planning/development as well as adapting Lean… Read More
John Heintz is a Cutter Expert and CEO of Aptage. He is an experienced Agile manager, particularly in Lean and Kanban. In 2008, Mr. Heintz founded Gist Labs to further focus on the essential criteria for innovative success. On a recent project, he coached a 100-person Agile/Lean game studio, helping the organization increase its throughput of game features per month while coordinating cross-team communication paths, resulting in a doubling of… Read More
Steven Sherman has been with Aptage since its founding and is responsible for marketing, partnerships, and business strategy. He has a keen ability to leverage his more than 20 years of experience in innovation and technology to execute sales, strategy, and IT transformation, and creatively solve problems to grow enterprise value. Prior to Aptage, Mr. Sherman spent four years advancing HZO’s marketing efforts, including in a role leading… Read More
Don’t have a login?
Make one! It’s free and gives you access to all Cutter research.