“Blindspot” is a metaphor to capture that portion of the mind that houses hidden biases. The authors use it to ask about the extent to which social groups—without our awareness or conscious control—shape our likes and dislikes, our judgments about people’s character, abilities, and potential.
“In their new book Blindspot: Hidden Biases of Good People authors Mahzarin Banaji and Anthony Greenwal, argue that we are all biased. They don’t come right out and say we are prejudiced; yet they allude to it more and more as the book progresses.”— New York Journal of Books
“Citing the influence of “mindbugs”—ingrained judgments and biases that unconsciously influence behavior—social psychologists Banaji and Greenwald, professors at Harvard and the University of Washington, respectively, provide an accessible and persuasive account of the causes of stereotyping and discrimination. Using numerous tests and data sets, the authors demonstrate that while most Americans are not overtly racist, a majority show implicit preferences for whites versus African-Americans, which can lead to discriminatory treatment of the latter and economic and social disparities.”— Publishers Weekly
“The book’s tone is careful and professorial, though not academic—there’s the occasional joke and exclamation point. Banaji and Greenwald, professors of psychology at Harvard and the University of Washington, respectively, make a point of sticking close to the data.” — The Washington Post
“In a new book, Blindspot: Hidden Biases of Good People, Banaji and her co-author, Anthony Greenwald, a social psychologist at the University of Washington, turn the conventional way people think about prejudice on its head.” — NPR
“In a brilliant book called Blindspot: Hidden Biases of Good People, Mahzarin Banaji and Anthony Greenwald provide valuable insights about the causes and consequences of unconscious biases. They also provide us with a framework to identify costly blind spots, and with tools to minimize their risks and negative influences.” — Huffington Post
“Whether we know it or not, we all harbor biases against others and even ourselves, according to the authors of Blindspot: Hidden Biases of Good People. But wait, you may be thinking, certainly I’m not prejudiced! Alas, results of research by Mahzarin R. Banaji and Anthony G. Greenwald suggest that even the most egalitarian-minded people can show bias for their “group” over others. This hard-wired prejudice evolved as a means of survival, say Banaji and Greenwald. But in a modern world that now values cooperation over competition, their research is working to find ways to “outsmart the machine” in our heads.”— Books for Better Living
“Mahzarin R Banaji, who teaches at Harvard University, and Anthony G Greenwald, professor at University of Washington, have written an intelligible book that packs a serious punch. Blind Spot: Hidden Biases of Good People is all about acknowledging that our mind does have a blind spot, which, in the authors' words, is a portion of the mind that ‘contains a large set of biases and keeps them hidden.’ The authors term these implicit biases "mindbugs", or, simply, ‘ingrained habits of thought that lead to errors in how we perceive, remember, reason, and make decisions.’” — Business Standard
More than a century ago, psychologists Robert Yerkes and John Dodson performed different experiences in an effort to find out two things about rats: how fast they could learn and what intensity of electric shocks would motivate them to learn fastest. Some of the results aligned with what most of us
Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives-and
In our collective imagination, error is associated not just with shame and stupidity but also with ignorance, indolence, psychopathology, and moral degeneracy. Of all the things we are wrong about, this idea of error might well top the list. It is our meta-mistake: we are wrong about what it means to
Collective intelligence is the capacity of groups to make good decisions—to choose what to do, and who to do it with—through both human and machine capabilities. The ways intelligence is organized are fractal in nature with similar patterns occurring on multiple scales, from groups of friends to organizations and whole societies. Understanding
Blink is a book about how we think without thinking, about choices that seem to be made in an instant-in the blink of an eye-that actually aren’t as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts
Once lodged in our minds, hidden biases can influence our behavior toward members of particular social groups, but we remain oblivious to their influence.
When you are asked questions, how often do you give answers that you know are untrue? If your answer is “rarely” or “never,” we hope to convince you that this itself is something you know to be untrue.
We regularly find ourselves attracted to things (and people too) on the basis of color and shape and style, features that appeal to preferences that lie below the surface, while we are indifferent to the more sensible features that clearly are more rational.
Every day, automatic preferences steer us toward less conscious decisions, but they are hard to explain because they remain impervious to the probes of conscious motivation.
The mutually inconsistent ideas we are interested in are those that are the product of our reflective or rational mind, on one hand, and our automatic or intuitive mind, on the other.
Stereotyping achieves the desirable effect of allowing us rapidly perceive total strangers as distinctive individuals.
Even though the workplace is now populated by as many women as men, we suspect that stereotypes remain present because of the strong and dominating presence of women in the home sphere and the strong and dominating position of men in the highest status positions at work.
The stereotypes applied to a group are sometimes self-applied by members of the group to themselves, and in that case the stereotypes may act as self-undermining and self-fulfilling prophecies.