Surgical Intuition offers a guided tour to becoming an expert, intuitive thinker. It is intended not only for general surgeons, but for family practitioners, primary care internists, and doctors of all specialties, as well as psychologists and cognitive scientists, because it shows that the possibilities and complexities of expert intuition are relevant to all fields of endeavor.

Every day we make intuitive decisions—from the mundane choice of what clothes to wear to more important issues such as which new car "feels right" or which person would be "good" for a particular job. To varying degrees, logic plays a role in these decisions, but at a certain point all of us rely on intuition, our sixth sense. Is this the right way to decide? Should we trust our gut feelings? When intuition conflicts with logic, what should we do? In Educating Intuition, Robin M. Hogarth lays bare this mysterious process so fundamental to daily life by offering the first comprehensive overview of what the science of psychology can tell us about intuition—where it comes from, how it works, whether we can trust it. From this literature and his own research, Hogarth finds that intuition is a normal and important component of thought that has its roots in processes of tacit learning. Environment, attention, experience, expertise, and the success of the scientific method all form part of Hogarth's perspective on intuition, leading him to the surprising—but natural—conclusion that we can educate our sixth sense. To this end he offers concrete suggestions and exercises to help readers develop their intuitive skills and habits for learning the "right" lessons from experience. Artfully and accessibly combining cognitive science, the latest research in psychology, and Hogarth's own observations, Educating Intuition eschews the vague approach to the topic that has become commonplace and provides instead a wholly engaging and practical guide to enhancing our intuitive skills.

At times in our careers, we've all been aware of a "gut feeling" guiding our decisions. Too often, we dismiss these feelings as "hunches" and therefore untrustworthy. But renowned researcher Gary Klein reveals that, in fact, 90 percent of the critical decisions we make is based on our intuition. In his new book, THE POWER OF INTUITION, Klein shows that intuition, far from being an innate "sixth sense," is a learnable--and essential--skill. Based on interviews with senior executives who make important judgments swiftly, as well as firefighters, emergency medical staff, soldiers, and others who often face decisions with immediate life-and-death implications, Klein demonstrates that the expertise to recognize patterns and other cues that enable us--intuitively--to make the right decisions--is a natural extension of experience. Through a three-tiered process called the "Exceleration Program," Klein provides readers with the tools they need to build the intuitive skills that will help them make tough choices, spot potential problems, manage uncertainty, and size up situations quickly. Klein also shows how to communicate such decisions more effectively, coach others in the art of intuition, and recognize and defend against an overdependence on information technology. The first book to demystify the role of intuition in decision making, THE POWER OF INTUITION is essential reading for those who wish to develop their intuition skills, wherever they are in the organizational hierarchy.

From Mark Quirk, recipient of the 2006 Society of Teachers of Family Medicine's Excellence in Education award, comes the latest on improving medical education. In this volume, Quirk explores metacognition, the idea that we can think about the way we or other people think, and thus gain a better understanding of ourselves, our own cognitive processes, and the patients we seek to help. Written for medical educators--from medical school faculty to residents--this book will help you teach your students and interns how to extrapolate lessons from experience and integrate learning and practice. It will help them to think more clearly and thoroughly about what they read, hear, and learn on a day-to-day basis and thus become more informed and humanistic doctors.

How "Aha!" really happens. When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy. Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most. Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about. Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again. Three kinds of strategic ideas apply to human achievement: * Strategic analysis, where you study the situation you face * Strategic intuition, where you get a creative idea for what to do * Strategic planning, where you work out the details of how to do it. There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.

The central goal of this volume is to bring the learning perspective into the discussion of intuition in judgment and decision making. The book gathers recent work on intuitive decision making that goes beyond the current dominant heuristic processing perspective. However, that does not mean that the book will strictly oppose this perspective. The unique perspective of this book will help to tie together these different conceptualizations of intuition and develop an integrative approach to the psychological understanding of intuition in judgment and decision making. Accordingly, some of the chapters reflect prior research from the heuristic processing perspective in the new light of the learning perspective. This book provides a representative overview of what we currently know about intuition in judgment and decision making. The authors provide latest theoretical developments, integrative frameworks and state-of-the-art reviews of research in the laboratory and in the field. Moreover, some chapters deal with applied topics. Intuition in Judgment and Decision Making aims not only at the interest of students and researchers of psychology, but also at scholars from neighboring social and behavioral sciences such as economy, sociology, political sciences, and neurosciences.

This text provides a comprehensive and state-of-the-art overview of the major issues specific to the surgical decision-making process. These include patient’s anatomy and pathophysiology as well as the magnitude of the injury at hand, the surgeon's own physiologic and mental status, training and experience, and many other factors such as creativity, leadership skills, and overall "biochemistry" of the environment. The text reviews theoretical as well as objective information that surgeons use to make intraoperative decisions in situations, often with very limited data; decisions that will decide between a patient's living or dying, such as in trauma surgery and other complex surgeries. How surgeons choose one technical approach over another in these situations is covered. This book fills a critical need for resource materials on these topics and includes both theoretical as well as practical presentations of many typical patients seen in operating rooms around the world. Surgical Decision Making: Beyond the Evidence Based Surgery is written by academic and clinical practicing surgeons that face intraoperative decision situations on a daily basis and therefore provides a unique and valuable resource in the field for surgeons currently in training and for those already in clinical or research practice.

Surgeons start their career in the expectation that it will bring personal satisfaction through an unparalleled sense of achievement and professional growth. Nonetheless, a career in surgery carries with it serious challenges: surgical training is rigorous, both emotionally and physically, and demands that the surgeon adjust to unpredictability. Chronic levels of stress can affect surgical performance, the quality of family relationships, and even the nature of the doctor–patient relationship. Unmanaged stress has been shown to contribute to physical illness, emotional problems, absenteeism, poor job performance, drug abuse, and negative social attitudes. With a background in both surgery and psychological medicine, Dr Shiralkar examines the psychosocial burden of being a surgeon and offers insights into the role of intra-human factors in surgery. He reveals surgical performance from a psychological perspective and highlights the factors that cause unsatisfactory performance. He also offers solutions to rectify the problem and prevent burnout. The book will be invaluable to all those embarking on a surgical career, as well as to established surgeons in all specialties who wish to understand how to identify and manage the factors that could lead to career-limiting levels of stress.

Ever since the publication of the first edition in 1997, the Companion to Specialist Surgical Practice series has met the needs of surgeons in higher training and practising consultants by providing contemporary, evidence-based information on the sub-specialist areas relevant to their general surgical practice. All eight volumes are thoroughly edited and supported by evidence-based references to support key recommendations. This new Fourth Edition brings together the relevant state-of-the-art specialist information that the editors and authors consider important for the practising sub-specialist general surgeon. Purchase of a print book also includes a downloadable version of the eBook. A standardised approach is used across the series to provide up-to-date information in a way that will be consistent and familiar to the reader. Each volume gives a current and concise summary of the key topics within each major surgical sub-specialty. Each volume highlights evidence-based practice both in the text and by also identifying the key papers in the extensive list of references at the end of every chapter. Written by an expanded group of authors with an increased international dimension to the content of all volumes. Provides an update on all the key areas of general surgery and its practice, including day case surgery, abdominal hernias, the management of sepsis and the intensive care patient.

On July 1, 2003, work-hour reforms were enacted nationally for the roughly 129,000 resident physicians in the United States. The reforms limit weekly work hours (a maximum of eighty per week) and in-hospital call (no more than once every three nights), mandate days free of clinical and educational obligations (one day in seven), and regulate other aspects of resident work life. Why Surgeons Struggle with Work-Hour Reforms focuses on general surgeons, a historically long-hour specialty, who fiercely opposed the reforms and are among the least compliant. Why do surgeons struggle with the reforms? Why do they continue to work long hours and view the act of doing so as reasonable if not quintessentially professional? Although the analysis is situated in the growing scientific literature on the consequences of fatigue, the authors do not adjudicate between the claims of surgeons and reform advocates about the effects of long work hours on patient or provider safety. Rather, the aim is to explore and explain how aspects of the occupational culture of surgeons and the social organization of surgical training and practice interlock to impede the reforms.