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.
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In the previous two Agile Advisors in this series (see "One Size Does Not Fit All, Part I" and "One Size Does Not Fit All,
March 26, 2015 | Authored By: Israel Gat, Murray Cantor
Agile battles significant challenges with management. Managers crave and need predictability, but Agile practitioners are adamant that firm predictions are impossible. Recognizing the need and difficulty of resolving this dilemma, we have formed a company that delivers services to facilitate the right conversations and decisions among the Agile team, its manager, and its stakeholders. Our services recognize that the solution entails dealing with probability. This, in turn, requires a combination of fast and slow thinking.