Advisor

Modern Trends in Dealing with Uncertainty: Using Fast and Slow Thinking

Posted January 18, 2018 in Business Agility & Software Engineering Excellence
Fast and Slow Thinking

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.

About The Author
Murray Cantor
Murray Cantor is a Cutter Consortium Senior Consultant. He 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… Read More
John Heintz
John Heintz is a Senior Consultant with Cutter Consortium's Business Agility & Software Engineering Excellence practice 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… Read More
Steven Sherman
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
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