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Curated books, videos, and frameworks to build your judgment toolkit

Books

Decision-Making

Thinking, Fast and Slow

by Daniel Kahneman

Explores the two systems that drive the way we think—System 1 (fast, intuitive) and System 2 (slow, deliberate).

Key Ideas:

Cognitive biasesHeuristicsProspect theoryOverconfidence

When to use:

When you need to understand why you make irrational decisions and how to counteract biases.

1240 89 156
Forecasting

Superforecasting

by Philip Tetlock

Reveals the art and science of prediction, based on a landmark study of forecasting accuracy.

Key Ideas:

Probabilistic thinkingBase ratesUpdating beliefsFoxes vs hedgehogs

When to use:

When making predictions about uncertain future events or evaluating others' forecasts.

890 67 98
Decision-Making

Decisive

by Chip & Dan Heath

A practical framework (WRAP) for making better choices in life and work.

Key Ideas:

Widen optionsReality-test assumptionsAttain distancePrepare to be wrong

When to use:

When facing important decisions and want a structured approach to avoid common traps.

756 54 87

Videos and Talks

Decision-MakingTED - 15 min

How to Make Hard Choices

by Ruth Chang

TL;DR:

Hard choices aren't hard because we're stupid—they're hard because there's no best option.

Key Timestamps:

  • 0:00 - Why hard choices feel impossible
  • 5:30 - The myth of the best option
  • 11:00 - Creating your own reasons

Try this after watching:

Apply this to a current decision where you feel stuck between two good options.

2100 340
Critical ThinkingYouTube - 12 min

The Science of Thinking

by Veritasium

TL;DR:

Your brain is lazy by design. Understanding cognitive ease helps you think more deliberately.

Key Timestamps:

  • 0:00 - The bat and ball problem
  • 4:00 - System 1 vs System 2
  • 9:00 - When to engage System 2

Try this after watching:

Notice when you are using System 1 vs System 2 in your next few decisions.

1850 290

Frameworks

Pre-Mortem

Imagine your project has failed. What went wrong? Work backwards to identify risks.

When it fails:

When the team is too optimistic or when there is pressure to appear confident.

Common traps:

  • ! Not being specific enough
  • ! Focusing only on external factors
  • ! Not acting on insights

Mini Exercise:

Pick a current project. Assume it failed in 6 months. Write 3 specific reasons why.

Base Rates

Before making predictions, check how often similar things have happened historically.

When it fails:

When the situation is truly unprecedented or when base rate data is not available.

Common traps:

  • ! Ignoring base rates entirely
  • ! Using wrong reference class
  • ! Overweighting your specific case

Mini Exercise:

For your next prediction, find the base rate first.

Inversion

Instead of asking How do I succeed, ask How do I fail. Then avoid those things.

When it fails:

When you need creative solutions, not just risk avoidance.

Common traps:

  • ! Only thinking about failure
  • ! Paralysis from too many risks
  • ! Missing positive opportunities

Mini Exercise:

List 5 ways your current goal could fail. Which ones are you currently risking?

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