gerwitz

"The emerging fashion of "upside down" teaching where classroom time is used for active experimentation, communication, and problem-solving is exciting and timely. But as an introvert, I'm concerned about Manzur's highly social approach. I'm not convinced the "peers" are as important to the results he's finding as the fundamental shift of information gathering to outside the classroom." - gerwitz

"The headline is correct only for a narrow definition of "management". Since many of your readers here are engaged in corporate strategy, I would agree that trusting "expertise" is dangerous and this message is important and needs to be spread. Kahneman's System 1 is a set of shortcuts for when responsiveness is more important than accuracy, and directing a firm or team towards goals beyond today is not the right context to rely on it. But don't devalue System 1 entirely. A lot of "management" is in the in-the-trenches decision making and interpersonal social interactions where we must respond before the moment is lost. The extraversion of you're salesperson, for example, is a form of intuitive expertise that makes her more effective at her job, and the same applies to those you expect to lead teams. So, yes, use System 2 rational thinking to set your course and evaluate performance, but trust the System 1 intuition of "leaders" and "experts" with the fine-grained decisions that will..." - gerwitz