《Decisive》读后感锦集

《Decisive》是一本由Heath, Chip; Heath, Dan;著作，Crown Business出版的Hardcover图书，本书定价：278.73元，页数：336，特精心收集的读后感，希望对大家能有帮助。

《Decisive》读后感(一)：正确决策需要的是一个过程而非奇技淫巧

人生中充满了各种各样需要做出决策的时刻，或者如今天中午吃什么这样的日常选择，或者像读什么专业选什么工作这样的重大决策，一餐饭选错了或许只是败了午饭的兴致，而从事的行业工作选错了则可能会让人在歧途上越奔越远。而近来人们常说，有的时候选择比努力更重要，但似乎我们的成长过程中学校或者家庭都甚少传授如何选择这样的知识，因此我们的自我学习教育就显得非常重要了，首先想到的自然是前人如我们一样为曾经选择失误而后悔不已，那么不妨看看前人著述分享的应对方法.在美国亚马逊输入dicision making跳出的第一本书即是本书，评分也很高，因此抱着虔诚的心情在亚马逊买了Kindle版本拜读。

本书作者的核心思想是强调决策过程，而非认为决策是什么特殊技能或者恍然大悟。本书作者用WRAP四个字母概括了决策的过程：

1. Widen your options;

2. Reality test your assumptions;

3. Attain distance before deciding;

4. Prepare to be wrong;

第一步首先是需要增加自己的选项，以前我们可能在父母老师的教育下，在念清华还是读北大之间纠结了许久，等到长大了才发现原来还有中央美院、英国圣马丁等等学校可以选择，但是自己早已错过大学就能念上自己喜欢的专业的时机。说回日常生活，平时买日用品还要对比多个品牌不同功能，涉及到人生大事更应当慎重框选出备选的选项。但是也有研究表明，如果一个超市货架上摆了二十多种番茄酱时候，番茄酱的销量反倒比只有几种选择时少，因为选项的增多增加了消费者选择的难度，而决策选择是一件极其消耗意志力的事情。个人经验认为，选择多了并不是坏事，但是这个选择的问题必须回到自身，我自己最需要满足的需求是什么？我个人最看重的价值和功能是什么？如果能反复拷问自己确定出自己真实的需求时，外部不能满足核心需求的备选方案自会被筛除掉不少，在剩下的方案里再去做比较会容易很多。

第二步是虚拟实况测试一下自己的选项，我们常说凡事预则立不预则废，道理是相通的。比如装修选择沙发，沙发的颜色我们需要考虑是否能跟墙面色调保持和谐，当然撞色也是一种装修方案，但如何撞得精彩是更具挑战的一件事；沙发的材质要考虑使用人的偏好，过敏体质可能更多选择皮质，而追求温馨感觉棉麻质地能更好达到效果。作者建议的还有一个方法就是听听反对意见，有的时候自己太想要一个选择未必能看清这个选择的弊端，听听反对意见有助于我们更全面地审视我们即将做出的这个选择。

第三步是选择前适当冷静一段时间，这是我自己买衣服的一个经验，经常在试衣间试穿时觉得这衣服太美了不买简直对不起辛苦劳作的自己，但这个时候的自己往往是被导购违心的称赞和试衣间的灯光蒙蔽了眼睛，其实放下以后再考虑看看，发现自己可能没有合适的场合穿着，或者没有恰当的配饰搭配，又或者原来海淘只需要大约一半的价格，而且选择还更多，让自己冷静一下，或者能做出一个更好的选择。

第四步是做好最坏的打算，应当考虑做好Plan B的计划，如果这个选择最后结果很好自然最好，但如果失败了，有没有补救措施可以预设，尽量降低决策失误的损失。

今天在知乎看到的，我觉得也是说得特别好的一句话“选择比努力重要只是前半句，后半句是'选择'本身就是一种需要大量练习、大量努力来磨练的技能”。我们需要调整好自己的心态，人生没有任何选择是一击即中随即达成美好的人生，我们需要去做出选择，更多时候还需要有耐心不断去调整我们的选择，人生轨迹是自我努力和环境碰撞协调形成的，勇于选择，提高做选择的能力，下一次选择做得更好。

《Decisive》读后感(二)：一本具有行动力的决断力指南

首先容我一个字表达下本书阅读后的感受，太棒了！

大家每天都在做各种决定，决定的重要意义用下面这个类比driving—in our cars, we may spend 95% of our time going straight, but it’s the turns that determine where we end up是不是很清楚，而这本帮助你做决定的书就是教你怎么把这样的转弯做到更好。

本书戳中痛点太多，所以直奔主题。

作者开篇先提到了做决定时所遇到的四大恶人：第一个就是narrow framing，意思就是我们会把问题给狭隘化，把决定变成一个0或1的选择题，我是不是应该和父母分开住？面对这样的选择题就是一个典型的例子，而其实要解决的问题就是如何改善父母关系。第二个就是confirmation bias，这个太普遍了，很多时候我们内心已经有了决定，但是还装模作样的去咨询别人的建议，而其实只关注那些支持我们的建议，太过自欺欺人。第三个就是short term emotion，老话说眼光要长远，但是越是面对难以决定的问题，我们的关注点只会在短期的感受上，被XX冲昏头脑。第四个就是overconfidence，我们总认为我们能考虑到未来，而未来却老是给我们惊喜。

我们遇到一个选择，narrow framing让我们忽略到了其他可能性，你去分析各种可能性，confirmation bias却引导你收集那些利己的信息，你做了一个选择，但是short term emotion却引诱你做了错误选择，你忍受着，因为overconfident会让你相信未来在你手中。。。这就是四大恶人的招数，我们怎么应对呢？

作者给出的解决方案就是WRAP Process，即Widen Your Options，Reality-Test Your Assumptions， Attain Distance Before Deciding，Prepare To be wrong四步来帮你做出一个明智的决定。这个解决方案给我们提出了很多具体可操作的方法来规避前面提到的四大恶人，信息量很大，剧透太多就丧失了看书乐趣，我摘抄几句有意思的段子分享一下：

有人说扩展选择谁不会啊，开会时候老板让大家集思广益，结果都是类似的点子，怎么才能做到找到另外一个合适的选项呢keep searching for options until you fall in love at least twice.

只缘身在此山中的感觉可能大家都有，给自己做决定，摇摆不定，给朋友做决定，分析的头头是道，为什么呢When we think of our friends, we see the forest. When we think of ourselves, we get stuck in the trees.，怎么解决呢，作者自有妙招

里面提到了专家对于未来预测准确性的问题，我们在网上也看到了很多类似专家教授的语言，准确性呢只能呵呵了，为什么呢，因为The future isn’t a point; it’s a range。

很多时候我们被XX冲昏头脑，搞不清重点，为什么呢Urgencies had crowded out priorities.怎么做呢，看看你的日程表Our calendars are the ultimate scoreboard for our priorities. If forensic analysts confiscated your calendar and e-mail records and Web browsing history for the past six months, what would they conclude are your core priorities？，读到这里的时候我很汗颜。

关于做决定最后这句话我们是应该一起共勉的，也是Prepare to be wrong最后一步所传达的含义when researchers ask the elderly what they regret about their lives, they don’t often regret something they did; they regret things they didn’t do. They regret not seizing opportunities. They regret hesitating. They regret being indecisive.，希望我们老了的时候，能不后悔曾经浪费时间在微信上关注了Kindle阅读者的这样一个决定...

这本书最后提供了作者的网站供大家参考，免费注册后可以获得One Page Overview，The Decisive Workbook等相当好的资源，真是良心作者。也提供了一份书单给大家作为进一步学习的参考，很多我列出两本，一个是去年到今年一直很流行的Thinking Fast and Slow中文版为思考 快与慢，还有一本是Winning Decisions：Getting It Right The First Time，有兴趣的可以扩展阅读。

《Decisive》读后感(三)：一难只是决心，两难才是决策

作者：Chip Heath，DanHeath（奇普·希思和丹·希思）兄弟俩，奇普·希思是斯坦福大学商学院教授，丹·希思是杜克大学CASE中心的研究员，两个人都是研究企业管理的。也是畅销书《黏住》和 《瞬变》的作者。

希思兄弟

简评：希斯兄弟的书风格比较学院派，逻辑严密，随时列举大量的研究结果和真实案例，技术含量和思维密集度非常高。如果他们两个就某个课题写本书，那你就基本上可以放心，关于这个课题，目前学术界所知道的，你能知道的，都在书里了。

科学决策的七种武器

决策，是面对不容易判断优劣的几个选项，做出的正确选择。完成老板给的任务，你没有决策；两个东西价格差不多，你选择了质量好的那个，也不叫决策。决策是在优势劣势相当的情况，拿主意。决策应该是一个非常纠结的心理过程。

有的人能为几十块钱的东西货比三家可是面对人生重大选择却异常草率。这大概就是随波逐流惯了，不但不讲究决策科学，而且缺乏决策意识。

第一步：看看自己都有哪些选项。

错误做法：有什么选项就从这些选项里选。

正确做法：想想能不能给自己增加几个选项。

第二步：评估每个选项的优劣。

错误做法：“确认偏误”，先入为主地喜欢和坚持某个选项。

正确做法：向多人寻求意见，获得一个客观的评估。

第三步：从这些选项中选择一个。

错误做法：被自己的短期情感左右。

正确做法：要从长远考虑。

第四步：对未来的不确定性有一定准备。

错误做法：过度自信。

正确做法：給未来要一份保险。

如果只能选择yes或no，长期看有52%的决定是错的，增加一两个选项，选错的比率下降到32%。

最简单的增加选项的办法，是“借鉴”。借鉴的思路，是“寻找亮点”，在大多数人都失败的局面下，看那几个成功的是怎么做的。有了各种选项之后，要把多个选项摆在桌子上，把所有方案都摆出来，统一选择——就像古代谋士一次性給主公三个主意：上策、中策、下策。

办法一：设立反对派

决策过程没有反对派，就好像庭审只有法官没有辩护律师。办法是制定一支“蓝军”部队，专门唱反调。因为是奉命反对，所以对事不对人。个人决策时，也应该找几个朋友提反对意见，帮你用理智战胜情感。

办法二：从远处旁观

要跳出来，以旁观者的视角观察自己。 10/10/10法则 是一个特别好的旁观技术，要求你从三个时间尺度去考虑一个问题。

办法三：考虑价值观

价值观就是你设定的“优先级”，就是你认为什么重要、什么不重要。它可以指导我们决策。

当我们在预测未来的时候，首先要想到自己并不比别人更特殊，基础比率是最好的参考资料。

如果你不想听从基础比率，那么你就得拿出非常特殊的理由，而且这些理由必须是切实存在的和别人的不同之处。

对实干家来说，并没有什么“谋定而后动”的决策。实干家的决策都是一个动态的过程，你先动起来，上来就直接试水，看看情况再调整。

实干家所谓的“科学”，不是要不要做这件事，而是把握好一开始的力度，小规模测试。用试水的方法创新，有三个原则。

《Decisive》读后感(四)：Reading Notes of 《Decisive》

Process matters more than analysis. Often a good process leads to better analysis. But the reverse is not true.

How to be a good decision maker？

Exploring alternative points of view, recognizing uncertainty, searching for evidence that contradicts your beliefs.

A process is important. Because only being aware of bias in our mental processes is not enough. We should correct it but it's very hard.

A method of using a process for making decisions:

Make a pros-and-cons list. But this approach has its shortcomings which are shown as follows:

The Four Villains of Decision Making

1. (When we encounter a choice.) Narrow framing: the tendency to define our choices too narrowly so that we miss options. Solution: Widen your options.

2. (When we analyze options.) Confirmation bias: the tendency to collect information that supports our preexisting attitudes,beliefs, and actions. Solution: Reality-test your assumptions.

3. (When we make a choice.) Short-term emotion: When we've got a difficult decision to make, our feelings churn and we intend to make wrong choice. Solution: attain distance before deciding.

4. (When we live with our choice.) Overconfidence: People think they know more than they do about how the future will unfold. Solution: prepare to be wrong.

The process help us overcome these villains and make better choices.

Then how can we overcome these villains and make better choices？ Use the process of decision making named WRAP.

1. WIDEN YOUR OPTIONS

1.1 Avoid a Narrow Frame

This helps you to find a better way to make the goal. Do not always make "Whether or not" decisions and do not be stuck in a narrow frame. Try think about "Is there a better way" or "What else could we do".

Dodge "whether OR not".

Think about opportunity cost. For instance, if you choose to buy something cheaper, the extra money could be used to buy other things I need.

Using "Vanishing Options Test". Try to ask "You cannot choose any of the current options you're considering. What else could you do？"

Being stuck in a narrow frame is hard to recognize. But only when you are the one inside it. Try to be an advisor, help your coworker or your children have a wider view.

Then, where can you go looking for new alternatives？

1.2 Multitracking

Multitracking means considering more than one option simultaneously. It improves our understanding of the situations we are facing. It let us cobble together the best features of our options. It helps us keep our egos in check.

Push for "this AND that" rather than "this OR that". It is worth cultivating multiple options at the same time. Decisions with a couple of alternatives turn out dramatically better than decision with one.

Seek out options that minimize harm AND maximize opportunity, so we are more likely to uncover our full spectrum of choices.

Beware "Sham options". They are not the real options which other people can disagree about.

1.3 Find Someone Who's Solved Your Problem

When you need more options but get stuck, you should look for someone who's solved your problem. To find them, we can:

Look inside: Find your bright spots.

Look outside: From competitive analysis, benchmarking, best practices.

Into the distance: Via laddering up. The nature of laddering up is analogies*.

Note: To be proactive. By taking the result of your search and recording them for FUTURE USE - to turn active search into a proactive set of guidelines. Namely, encode your greatest hits in a decision ""playlist". 这里的意思是，平时注意收集将来会遇到的问题的解决办法，形成一个playlist，事到临头时能够及时解决。本质：化被动为主动。

*Analogies are always used by scientists. They make progress through analogies to similar experiments and similar organisms. Ladder up: Lower rungs show close analogies (low risk and low novelty), while higher rungs reveal more distance solutions (higher risk and higher novelty). In short, Why generate your own ideas when you can sample the world's buffet of options？

Then, how can we overcome confirmation bias which tempts us to collet only the information that supports our gut-level preference？

2.REALITY-TEST YOUR ASSUMPTIONS

Confirmation bias means hunting for information that confirms out initial assumptions (which are often self-serving).

We can make it easier for people to disagree with us. For instance, ask "What would have to be true for this option to be the very best choice？"

To gather more trustworthy information, we can ask disconfirming questions to surface contrary information. For instance, iPod buyers: "What problems does the iPod have？" Caution: Probing questions can backfire in situations with a power dynamic. We should use open-ended questions.

Check ourselves by considering the opposite of our instincts & testing our assumptions with a deliberate mistake.

2.2 Zoom Out, Zoom In

When we assess our choices, we will take the inside view by default. We will consider the information in the spotlight and use it to form quick impressions. What we've seen, though, is two things: zooming out and zooming in.

When we zoom out, we take the outside view, learning from the experiences of others who have made choices like the one we are facing. When we zoom in, we take a close- up of the situation, looking for "color" that could inform our decision. We should do both. Because Both give us a more realistic perspective on our choices.

To find right kinds of information: Zoom in and zoom out.

If you still have no idea, ask an expert. Warning: ask experts the past and the present, but not the future. Because they are good at estimating base rates but lousy at making predictions.

书中对“一味依赖数据是否有违人性？”的解答：「The advice to trust numbers isn't motivated by geekery; it's motivated by HUMILITY. We can't lose sight of people like us- people full of passion for their opportunities- spent their time trying something very similar to what we are contemplating. To ignore their experience isn't brave and romantic- " I'm not going to let some analysis stand in the way of doing what I believe." Rather, it's egotistical. It's saying, we set ourselves apart from everyone else. We're different. We're better. The humble approach is to ask, "What can I reasonably expect to happen if I make this choice？" Once we accept the answer- and trust it to make our decision- then we can turn our attention to fighting the odds.」

2.3 Ooch

Ooch means running small experiments to test our theories. Rather than jumping in headfirst, we dip a toe in. Where does this leave us？ Armed with better information to make a good choice. So if we can know, there is no need to predict. Just Ooch.

Caveat: Ooching is counterproductive for situations that require commitment. Because you should not break your words.

3. ATTAIN DISTANCE BEFORE DECIDING

3.1 Overcome Short-Term Emotion

Fleeting emotions tempt us to make decisions that are bad in the long term. To overcome it, we need to attain some distance. There two methods:

10/10/10 method: if you make this decision, what will you feel 10 minutes after？ Then 10 months after？ Then 10 years after？ Thinking like that can force us to consider future emotions as much as present ones.

By looking at our situation from an observer's perspective. For instance, ask "what would I tell my best friend to do？" Because Mere exposure(we like what is familiar to us) and loss aversion(losses are more painful than gains are pleasant) make us status-quo bias(do not want to change present situation), So when you get stuck in status-quo and fear to make change, let's attain a distance. Namely, 旁观者清。

3.2 Honor Your Core Priorities

Core priorities: long-term emotional values, goals, aspirations. For instance, what kind of person do you want to be？ The goal is not to eliminate emotion. It is to honor the emotions that count.

If we want our choices honor our priorities, we need to Attain Distance Before Deciding. With some distance, we can quiet short-term emotions and look past the familiarity of the state quo. Besides, we can surface the priorities conflicts that underlie tough choices. Finally, we can spot and stamp out lesser priorities that interfere with greater ones. By identifying and enshrining your core priorities, you make it easier to resolve present and future dilemmas.

Always ask myself"Am l doing what I most need to be doing right now？" Set a timer that goes off every hour to remind yourself to do the most prior things.

In a word，找到最高目标和准则，每当遇到决定困境时，仔细想想什么才是内心想要的，最符合长远利益和幸福的。具体点就是，若做了这个决定，10分钟后会对我有什么影响，10个月后呢，10年后呢？瞬间孰轻孰重都将清清楚楚明明白白。目光长远的好处在此。所以，提前思考core priorities十分重要，不可等到事到临头匆忙混乱下做出可能会后悔的事。

4. PREPARE TO BE WRONG

4.1 Bookend the Future

The future is not a "point"- a single scenario that we must predict. It is a range. We should bookend the future, considering a range of outcomes from very bad to very good.

To prepare the lower bookend, we need ask"It is a year from now. Our decision has failed utterly. Why？" It is important that you pretend to be really in trouble and are faced with the failure. This method can raise the accuracy of prediction.

To prepare the upper bookend, like the previous one, ask"it is a year from now. We are heroes. Will we be ready for success？"

To prepare for what we can not be foreseen. We can use "save factor". Take complete measures supposed we have got in trouble. Because we might also err by failing to prepare for unexpectedly good outcomes. Then are we ready for it？

4.2 Set A Tripwire

当情况会发生缓慢的变化时，set a tripwire可以起到在关键时刻提醒的作用。比如温水煮青蛙，如果当时它有个温度计提示的话，就不会最终被煮熟了。

此外，partition can also act as tripwire。举例来说，有24块饼干，一份全部装在一个再密封的保鲜袋里，另一份是24个独立包装。实验表明，前者吃完用6天，后者是24天。因为分成更小份会迫使我们在是否吃下一小包时进行做一个清醒的决定。信用卡利用了这个现象，即允许我们超额使用金钱，这些钱还未被我们考虑如何分配。

最后，当感觉不对劲时，马上行动起来，不要犹豫，否则可能当情况恶化后，亡羊补牢为时已晚。这里的感觉是个比较模糊的tripwire，不像前两种可以有个明确的界线。

总之，tripwire告诉我们当我们在做某件事的时候，事情是会一直发生变化的，而我们是有机会在事态发展时做出决定的，而不是一味任其发展。

4.3 Trust Process

让对手对最终决定服气的方法：当你能出色地表述他们的立场甚至更加有道理时，即使他们最终结局是输给你，也将是和平无怨言的。因为你能做到以上这一点的话，能够让对手相信他们被尊重被倾听。

类似的，要让别人相信你做出了正确的决定，必须告诉他们自己承认并考虑过这个决定的负面影响，表明自己是基于理智和事实，并不是鲁莽地做出这个选择。

「We do not know whether the direction for ARTS and D'Arrigo will be successful. And that is okey: it is the way when we make a choice whether it will be successful. Success EMERGES(此词用得甚好，成功并不是依靠一两个绝妙决定可以一口气奠定的，而是在做出一步步或对或错的小选择时逐渐浮现出它的面貌的) from the quality of the decisions we make and the quantity of luck we receive. We can not control luck. But we can control the way we make choices.」

A good decision process keeps us run in the right direction.

总结做决定时要思考的几件事：

Run the Vanishing Options Test to see if you might be overlooking a great alternative.

Call someone who has solved your problem before.

Ask yourself, What would I tell my best friend to do？(Or, if you are at work, What would my successor do？) Gather three friends or colleagues and run a premortem(就是假装你正在经历将来可能的失败，你会怎么做).

「It would be hard to find a less inspiring word in the English language than "process".」每个决定是dx，process就是积分而得的面积. 对于cross section的意义对于每个dx来说，就像大海对应于水滴。它不会为单个的你而改变，却因每个的你而存在。就是这么的inspiring。

A good decision process make you confident, not overconfident. The real confidence comes from knowing that you have made the BEST decision that you could. Using a process for decision making doesn't mean that your choices will always turn out brilliantly, but it does mean you can QUIET your mind. You can quit asking, "What am I missing？" You can stop the cycle of agonizing.

Just as important, trusting the process can give you the confidence to take risks. Elderly men don't often regret things they didn't do. They regret not seizing opportunities. They regret hesitating. They regret being INDEICISIVE.

And being decisive is itself a choice. Decisiveness is a way of behaving, not an inherited trait. It allows us to make brave and confident choices, not because we know we will be right but because it's better to TRY and FAIL than to DELAY and REGRET.

Our decisions will never be perfect, but they can be better. Bolder. Wiser. The right process can steer us toward the right choice. And the right choice, at the right moment, can make all the difference.

Further reading:

Thinking, Fast and Slow.

Winning Decisions: Getting It Right the First Time.

Love Is Never Enough: How Couples Can Overcome Misunderstandings, Resolve Conflicts, and Solve Relationship Problems Through Cognitive Therapy.