Nir’s Note: This book review is by Sam McNerney. Sam writes about cognitive psychology, business, and philosophy.
In Moneyball, Michael Lewis tells the story of Billy Bean, the general manager of the Oakland Athletics who transformed the A’s using sabermetrics, the data-driven approach to understanding baseball. Bean noticed that instead of using data to predict player performance, baseball professionals relied on faulty intuitions and anecdotes. Commentators debate how effective sabermetrics actually is, but Bean’s original insight—that we can’t learn that much about baseball just by watching—changed the game.
The essential theme of Max Bazerman’s new book The Power of Noticing: What the Best Leaders See is similar. Like Bean, the best leaders don’t make decisions based only on what they can see and what they can recall. Instead, they ask for more information, question the status quo, and are aware of common biases. Becoming a “first class noticer,” as Bazerman phrases it, isn’t necessarily about noticing things-in-the-world but becoming conscious of our systematic mistakes. Here are three suggestions from The Power of Noticing.