This is a summary of the book titled “Decisions about Decisions” written by Cass R Sunstein and published by Cambridge UP in 2023. He studies how people think and proposes a set of useful decision-making strategies, including schemes that eliminate routine decisions, digs out relevant information, corrects unconscious biases and frees up by delegating to experts or algorithms. Since decision making involves emotions, it must be engineered to be straightforward. Information plays a complex role in decision making. Sometimes our beliefs are based on our decision to believe. Computer-based algorithms is ever-increasing second order decision making.

Decision-making can evoke strong emotions, which influence judgment. People have devised strategies to mitigate the emotional stress of making decisions, such as "second-order" strategies. These strategies include leaving the choice up to chance, setting rules that predetermine options, and breaking problems into smaller steps. Experts in economics, politics, and psychology view decision-making as a straightforward process, but also use second-order strategies to overcome obstacles.

There are three main types of second-order strategies: "high-low" strategies, which involve establishing protocols for routine issues, "low-low" strategies, which minimize the burdens faced throughout the decision-making process, "low-high" strategies, which delegate the choice to someone else, and "high-high" strategies, which produce high burdens both during preparation and decision-making.

Information plays a complex role in decision-making, as people often avoid irrelevant or potentially useful information. Decision-makers assess information's instrumental value, which enhances autonomy or power, and its "affective value," which evokes positive emotions.

People seek information for curiosity and to make life richer and more meaningful. Emotional reactions to good and bad news influence their decision to find news credible. People make internal predictions about the impact of new information on their feelings, but these predictions can be influenced by bias and cognitive quirks. People believe some ideas because they make them feel good, while others avoid information that contradicts their beliefs. People's willingness to hear bad news depends on whether they believe it can improve their condition. Many beliefs stem from a decision to believe, either consciously or unconsciously. Climate change illustrates the complex relationship between information and belief, with people responding differently to new information. Research on acceptance of beliefs about climate change demonstrates how people with different beliefs respond to new information, with those who strongly believe in anthropocentric climate change employing strategies of "asymmetrical updating."

Climate change is a growing threat, with people who strongly believe in its danger more accepting of bad news. Those less certain about its dangers use an "opposite asymmetry" and modify their beliefs when they encounter good news. A moderate belief in climate change gives the same weight to both good and bad news. People change their beliefs when the outcome of a new belief holds more value for them than the payoff for clinging to an old belief. Holding certain beliefs can lead to external and internal outcomes, either positive or negative. External outcomes include tangible consequences like financial rewards, while internal outcomes are cognitive or affective consequences. Policymakers should consider all possible outcomes when predicting or influencing people's beliefs. Fact-based efforts to counter "fake news" may fail as correcting inaccurate information threatens people's sense of well-being.

Consumer decisions are influenced by social dynamics, with people choosing products for both their inherent value and social value. Social goods include events consumed in groups or private, while exclusivity goods increase in value if only a limited number of people can enjoy them. Governments often promote and fund solidarity goods that enhance societal well-being, such as educational programming, sports teams, and public resources.

Using computer-based algorithms is a growing "second-order" decision-making strategy, but it can lead to prediction problems. Algorithms can be more effective than human beings at forecasting future conditions, but current offense bias can affect judgment. Algorithms can help judges avoid acting based on this bias.

Experts' judgment can falter due to availability bias, as they often rely on recent comparable situations, leading to mental shortcuts rather than thorough consideration of relevant statistics.

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 This is a summary of the book “Flip-flops and microwaved fish” written by Peter Yawitz and published by River Grove Books in 2022. The author hosts the podcast “Advice from someone else’s Dad.” and writes about workplace etiquette and that’s sure to help everyone. He illuminates unspoken rules of the office and provides handy advice such as get to know your co-workers, present yourself professionally, use small talk to avoid giving too much information, write clearly with good grammar, organize your material before meetings and take notes, practice and prepare to deliver impressive presentations, value diverse teams, muster your best manners at shared meals, respect personal boundaries and privacy, remain professional in any conflict and know when you need to take a break or quit.

To navigate a new workplace, it's essential to get to know your co-workers and learn about their communication styles. Direct communicators are preferred by businesses, but it may be better to support or encourage their ideas. Alternatively, a firm approach can be used when dealing with passive-aggressive colleagues.

Present yourself professionally, as it can determine how your co-workers and boss assess your value. Control your voice to enhance your message, such as observing others' interactions, speaking clearly, maintaining punctuality, dressing appropriately, maintaining a relaxed posture, and making eye contact. Avoid filler words and avoid filler words when speaking.

Use small talk to reduce anxiety and appear more approachable. Ask about the weather, their commute, sports, hobbies, and avoid close-ended questions. In a business setting, keep politics, sex, religion, or ethnicity out of the conversation.

Remember to modify your words and speaking style depending on your audience and their responses. Rephrasing certain details can help you maintain a professional tone and avoid misunderstandings.

To effectively communicate with co-workers, it is essential to write clearly and with good grammar. Develop an agreed-upon system for communication, organize data, focus on the target audience, clarify the context, and lay out what you need to say. Maintain a polite, helpful, specific, and kind tone while writing. Use active voice for better flow and maintain proper grammar.

Organize material before meetings and take notes to improve meeting productivity and efficiency. Adhere to rules such as avoiding meetings unless absolutely necessary, creating a plan with deadlines, assigning tasks to specific people, maintaining a moderate agenda, and agreeing on conduct rules. Arrive prepared, ready to listen, and take notes.

Practice and prepare to deliver impressive presentations by defining a clear goal, focusing on your specific audience, keeping content relevant, and including stories that connect emotionally to your message. Start with an introduction, avoid distracting language, and keep your message simple. Anticipate questions and prepare appropriate answers.

Speaking in front of people for the first time can produce anxiety, but take deep breaths, trust in your memory, and remember that you judge yourself more than your audience. The more you present, the easier it becomes, and you can move on to the next office challenge – working and presenting as a team.

To create a successful team, prioritize clear objectives, use a variety of personalities, and avoid micromanaging. Maintain good table manners and avoid gossiping about co-workers. When eating together, be thankful for free food and avoid expensive or time-consuming meals. Respect personal boundaries and privacy by keeping certain accounts private and others public for work. Avoid discussing religion, sex, politics, marital issues, or finances, and be cautious about what you say at office parties.

Remain professional in any conflicts, keeping a level head and holding emotions in check. Stick to the rules of basic human kindness and find ways to compromise within the situation. Ideally, companies should post a set of rules of conduct, but many don't, so create a standard of conflict resolution for your team. Start by sticking to facts and finding ways to compromise within the situation. Imagine the conflict from the other person's perspective to better understand and resolve it.

Addressing conflicts as they arise helps resolve touchy issues and improve relationships. Avoid involving yourself in conflicts that can't be avoided and focus on the most important issues. Seek HR attention for harassment, discrimination, or health issues. Take breaks when needed and have a plan in place. If you feel like a raise is due, present your accomplishments and data. Be smart when asking for a raise and avoid rudeness. If conflicts or difficult corporate cultures persist, quit gracefully, maintaining your networks and maintaining professional connections.

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