| Systems Thinking perceives the relationships and structure of complex systems |
31 |
| Scouts frequently update their maps |
23 |
| Lateral thinking is range in action |
18 |
| Wicked problems are difficult or impossible to solve |
18 |
| Creating frames improves cognition |
16 |
| First Principles thinking allows you to see the obvious hiding in plain sight |
16 |
| Fostering a discourse shapes behavior |
15 |
| Availability Heuristic overestimates likelihood of events |
13 |
| Confirmation Bias defends one's assumptions |
12 |
| Paradigm shifts reconstruct the field from new fundamentals |
12 |
| Planning fallacy confuses “best-guess” with “best-case” scenario |
12 |
| Motivated reasoning is the soldier mindset |
11 |
| Sunk Cost Fallacy |
10 |
| Think slow, act fast is the secret of success |
10 |
| Ambiguity aversion favors the known over the unknown |
9 |
| Creating frames overcomes the adoption problem |
9 |
| Elastic Thinking is parallel and integrative |
9 |
| Listen to the Suck with Curiosity |
9 |
| Paradigm shifts create a new framework of thinking |
9 |
| Shifting paradigms requires macroscopic, integrative thinking |
9 |
| Superforecasting is the intersection of range and mindset |
9 |
| Adjacent Possible is the edge of the future |
8 |
| It is difficult to make someone understand what their salary depends on them not understanding |
8 |
| Near misses lead to taking unwise risks |
8 |
| Reference-class forecasting overcomes the planning fallacy |
8 |
| Path dependence shapes what we do next |
8 |
| Concept maps are graphical representations of mental models |
7 |
| Elastic Thinking can hold two contradictory ideas simultaneously |
7 |
| Fundamental Attribution Error blames others and exonerates me |
7 |
| Hanlon's razor avoids paranoia and ideology |
7 |
| Reference-class forecasting avoids uniqueness bias |
7 |
| The clarity of a map is not easily distinguished from its accuracy |
7 |
| Understanding the systemic structure is powerfully generative |
7 |
| Analogical thinking uses a known example to explain something new |
6 |
| Bias for action can mask a bias against thinking |
6 |
| Concept Networks are the building blocks of thoughts processes |
6 |
| It is impossible to teach a man what he thinks he already knows |
6 |
| Kind vs. Wicked Learning Environments |
6 |
| People tend to adopt their own ideas |
6 |
| Unchecked optimism leads to project failure |
6 |
| Divergent ideas come from the right brain |
5 |
| Integrative, macroscopic thinking sees the forest and the trees |
5 |
| Locking down of a problem leads to frozen thinking |
5 |
| Metaphors form the basis of our ability to think |
5 |
| Organizations expand when prestige is correlated to budget size |
5 |
| Substitution answers an easier, similar question instead |
5 |
| Tools both illuminate and limit our understanding |
5 |
| Writing clarifies thinking |
5 |
| Anchoring Bias pulls an unknown value toward a known anchor |
4 |
| Familiarity is not easily distinguished from truth |
4 |
| Frightening and dangerous are two different things |
4 |
| Occam's razor leads to first principles thinking |
4 |
| Rough Consensus enables forward progress |
4 |
| The map is not the territory |
4 |
| Intuition delivers overly extreme predictions |
3 |
| Trustworthy vs. Trusted |
3 |
| Post hoc ergo propter hoc |
1 |
| Typologies underscore the most characteristic elements of a type |
1 |