"You make about 35,000 decisions every day. But about 70 of those decisions are life-changing and altering and most are split-second decisions." - Dr. Geoffrey Mount VarnerDr. Mount Varner trains leaders to make great decisions using the Time, Lack of information, and Critical consequences system, "TLC framework". This workbook is used in concert with those trainings. Dr. Geoffrey is Harvard educated and has 25 years of making split-second decisions that were truly life and death. He also holds degrees and/or medical training from schools that include Hampton, Harvard, Wayne State, George Washington, University of Maryland - Shock Trauma, and John's Hopkins Universities.

We make about 35,000 decisions every day. Most of them are mundane and not significant, but about 70 of those decisions are life-changing and life-altering split-second decisions. What are split-second decisions? They are decisions made when the following factors are involved: time constraint, limited information, and critical consequences. This is also known as the TLC framework. In this book, you will learn: ① Specific strategies to improve and maximize your split-second decision-making ability. ② To manage decision fatigue, which is the decrease in your ability to make optimal decisions as the day progresses, especially if you had to make several mundane decisions throughout the day. ③ The required rules for making split-second decisions- i.e., no decision is a decision. You must decide. If you are an executive, business leader, chief, first responder, or in a leadership role, the framework for split-second decisions is a tool that gives you an advantage in making optimal decisions at the most critical times. When making split-second decisions, you have either been trained or you are guessing. The same is true for your employees and those you lead. They have either been taught and have a clear framework for what and how to respond during these critical times, or they are guessing. Split-second decisions teach extraordinary leaders how to make exceptional decisions and help move good teams to greatness.

The first book to use the unexpected discoveries of neuroscience to help us make the best decisions Since Plato, philosophers have described the decision-making process as either rational or emotional: we carefully deliberate, or we “blink” and go with our gut. But as scientists break open the mind’s black box with the latest tools of neuroscience, they’re discovering that this is not how the mind works. Our best decisions are a finely tuned blend of both feeling and reason—and the precise mix depends on the situation. When buying a house, for example, it’s best to let our unconscious mull over the many variables. But when we’re picking a stock, intuition often leads us astray. The trick is to determine when to use the different parts of the brain, and to do this, we need to think harder (and smarter) about how we think. Jonah Lehrer arms us with the tools we need, drawing on cutting-edge research as well as the real-world experiences of a wide range of “deciders”—from airplane pilots and hedge fund investors to serial killers and poker players. Lehrer shows how people are taking advantage of the new science to make better television shows, win more football games, and improve military intelligence. His goal is to answer two questions that are of interest to just about anyone, from CEOs to firefighters: How does the human mind make decisions? And how can we make those decisions better?

Joan Vickers presents evidence on gaze control within visual perception and action in sport as well as the science underlying decision training.

New York Times bestseller • Winner of the Los Angeles Times Book Prize • One of the Washington Post's 10 Best Books of the Year “It’s no exaggeration to say that Behave is one of the best nonfiction books I’ve ever read.” —David P. Barash, The Wall Street Journal "It has my vote for science book of the year.” —Parul Sehgal, The New York Times "Immensely readable, often hilarious...Hands-down one of the best books I’ve read in years. I loved it." —Dina Temple-Raston, The Washington Post From the bestselling author of A Primate's Memoir and the forthcoming Determined: A Science of Life Without Free Will comes a landmark, genre-defining examination of human behavior and an answer to the question: Why do we do the things we do? Behave is one of the most dazzling tours d’horizon of the science of human behavior ever attempted. Moving across a range of disciplines, Sapolsky—a neuroscientist and primatologist—uncovers the hidden story of our actions. Undertaking some of our thorniest questions relating to tribalism and xenophobia, hierarchy and competition, and war and peace, Behave is a towering achievement—a majestic synthesis of cutting-edge research and a heroic exploration of why we ultimately do the things we do . . . for good and for ill.

An “entertaining” look at the psychology and neuroscience behind the act of influencing others (Kirkus Reviews). People try to persuade us every day. From the news to the Internet to coworkers and family, everyone and everything wants to influence our thoughts in some way. And in turn, we hope to persuade others. Understanding the dynamics of persuasion can help us to achieve our own goals—and resist being manipulated by those who don’t necessarily have our best interests at heart. Psychologist Kevin Dutton has identified a powerful strain of immediate, instinctual persuasion, a method of influence that allows people to disarm skepticism, win arguments, and close deals. With a combination of astute methods and in-depth research in the fields of psychology and neuroscience, Dutton’s fascinating and provocative book: Introduces the natural super-persuaders in our midst: Buddhist monks, magicians, advertisers, con men, hostage negotiators, and even psychopaths. Reveals which hidden pathways in the brain lead us to believe something even when we know it’s not true. Explains how group dynamics can make us more tolerant or deepen our extremism. Illuminates the five elements of SPICE (simplicity, perceived self-interest, incongruity, confidence, and empathy) for instantly effective persuasion. “[Split-Second Persuasion] offers some powerful insights into the art and science of getting people to do what you want.” —New Scientist

An overview of naturalistic decision making, which views people as inherently skilled and experienced.