SKU: 14978066287

選擇的弔詭:選錯,沒你想的糟!利用期望與後悔情緒,開展最佳人生版本

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選擇的弔詭:選錯,沒你想的糟!利用期望與後悔情緒,開展最佳人生版本: : 20goodreads20 TED 24 11 41 1. 2. 3.goodreadsTED1700 Barry Schwartz TED

作者: 貝瑞.史瓦茲  譯者: 郭曉燕


       ★諾貝爾獎得主康納曼:「本書證明了選擇越少,反而越好。」
  ★授權20國以上、goodreads萬人好評,暢銷20年心理學經典
  ★TED演講破除千萬人的迷思,台下遍布金融、零售、餐飲、廣告、娛樂業者

  選擇困難不是個人問題,而是社會病
  為了節省勞力、更便利,人類社會飛快地演進,而人類的心智演化及有限的人生,卻不足以因應過於發達的現代。我們面臨前所未有的抉擇數量、難度及成本。如果力求完美,就容易選擇疲勞。

  有沒有一種選擇,需要你花一輩子來選?
  ● 一再期待能遇到條件更好的對象
  ● 該先去進修,還是加速累積資產?
  ● 如何活用這24個小時?

  小心,超量選擇正默默搬運你的時間

  擇你所愛,愛你所選。
  從買一條牛仔褲的過程中,發現夠好就好、自在人生的祕訣。


  心理學家史瓦茲長期研究經濟學和心理學的相互關係,他指出現代人崇尚自主,緊握每件事的決定權。這間接導致焦慮、精神緊張、不滿,甚至是憂鬱症。

  史瓦茲在本書從對於社會變遷的敏銳觀察出發,以人類抉擇的心理機制切入選擇的難處,並彙整了11個選擇疲勞的有效解方,讓我們適應現代生活。

  用四堂心理學縮小選項、幫助自己越選越好,
  正式揮別焦慮:

  ●比較心理究竟是使人上進,還是放棄?(競逐地位)
  ●快樂注定會變貴,如何避免成為滿足感的傀儡?(適應效應)
  ●對承諾感到反悔,是因為不了解什麼是「剛剛好的自由」
  ●一味迴避後悔,會得到更好的結果嗎?
  ●無論是樂觀或悲觀,都會把我們帶往壞決定(歸因風格)
  ●機會成本不只是經濟學,更是心理學

  什麼是完美的選擇,它會帶來最好的結果嗎?
  並不是每個選擇都同等重要。善用第4章【選擇取向自我檢測量表】,1分鐘了解你的選擇思維!本書獻給選擇焦慮的你。

本書特色

  1.從日常消費、教育、職業到人際關係等,現代人每天平均得做三萬個選擇。真正偷走人們時間的不是「選得不夠好」,而是選擇焦慮。

  2.本書寫給難以從焦慮症、拖延、完美主義脫身的人,引領我們正確審視過去及今後所作的選擇,卸下注意力包袱,全心投入重要的事。

  3.本書獲諾貝爾獎得主康納曼推薦,出版以來goodreads獲上萬讀者佳評,同名TED演講1700萬次收看。
    
作者

貝瑞.史瓦茲(Barry Schwartz)

  
西方最具影響力心理學家之一

  美國社會心理學教授,曾是TED大會壓軸演說者,以博學和風趣的風格,提出現代生活的洞見。史瓦茲說,真愛和天職都一樣,最初僅來自於一點好感與發掘,需要我們付出一輩子培育、發展,它才會停駐於心,並形成實質意義上的「命定」。

  暢銷著作《選擇的弔詭》是人類行為的開創之作,登上美國《商業週刊》、《富比世》雜誌年度十大暢銷。史瓦茲多次接受國際媒體專訪,文章散見於《紐約時報》、《美國心理學家》、《衛報》等。另著有《我們為何工作》等書。

譯者

郭曉燕

  台灣大學心理學碩士,現為臨床心理師,偶爾接翻譯。拜本書的錦囊妙計所賜,讓我得以從日常後悔中及時醒悟,停止反芻思考,不再擔心自己選錯餐廳、不再懊惱當年錯失良機。
其他譯作:《超越直覺》、《哈佛最受歡迎的幸福練習課》、《偏見的本質》等書。
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SKU: 14978066287

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4.7 ★★★★★
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Kevin
Los Angeles, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
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David E.
Lake Worth, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
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Ian Mann
Los Angeles, US
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel. In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’” Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool. John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.” OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need. Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not. When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’. Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung. The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required. Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%. The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think. In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon. The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR. When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result. The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.” Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones. The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes. Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities! “There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top. If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues. My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it. Readability Light --+-- Serious Insights High ---+- Low Practical High +---- Low *Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
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Reviewed in the United States on July 27, 2018
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Elizabeth
Lexington, US
★★★★★ 5
An incredible book that will change your perspective on life.
Format: Paperback
For a long time, I have been reading the works of great poets such as Rumi and Hafez with little knowledge of other poets of the past. However, with confidence, I can say that Kalil Gibran fits into the group of the greatest poets of all time for his wonderous style of writing that invites you into his literary magic. This book guides you along lessons that cover every aspect of life- marriage, children, friendship, etc. The lessons in this book will change your view on life's greatest challenges. Even after you finish the book, you can always come back and review a chapter that you would like to refresh on. Overall, this book is great for anyone who loves poetry and can decipher old English to uncover the beautiful message that Gibran offers to his readers.
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Reviewed in the United States on January 11, 2024
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Scott Herb H
New York, US
★★★★★ 5
Wisdom
Format: Paperback
Fantastic book, easy to read and accessible for all ages
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Reviewed in the United States on February 17, 2026

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