Thinking Fast and Slow
Number of pages: 512
Publisher: Farrar, Straus and Giroux
BBB Library: Psychology and Strengths, Personal Success
ISBN: 9780374275631
Editorial Review
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 how we can use different techniques to guard against the mental glitches that often get us into trouble.`
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Wisdom to Share
The confidence that people have in their intuitions is not a reliable guide to their validity. In other words, do not trust anyone ــــ including yourself ــــ to tell you how much you should trust their judgment.
Once you adopt a new view of the world (or of any part of it), you immediately lose much of your ability to recall what you used to believe before your mind changed.
A general limitation of the human mind is its imperfect ability to reconstruct past states of knowledge, or beliefs that have changed.
The mind that makes up narratives about the past is a sense-making organ. When an unpredicted event occurs, we immediately adjust our view of the world to accommodate the surprise.
Considering how little we know, the confidence we have in our beliefs is preposterous ــــ and it is also essential.
As cognitive scientists have emphasized in recent years, cognition is embodied; you think with your body, not only with your brain.
Too much concern about how well one is doing in a task sometimes disrupts performance by loading short-term memory with pointless anxious thoughts.
People who are cognitively busy are more likely to make selfish choices, use sexist language, and make superficial judgments in social situations.
People who are simultaneously challenged by a demanding cognitive task and by a temptation are more likely to yield to the temptation.
If we must construct an intricate argument under time pressure, we would rather be still, and we would prefer sitting to standing.
We can think while strolling but cannot engage in mental work that imposes a heavy load on short-term memory.
When we think of ourselves, we identify with System 2, the conscious, reasoning self that has beliefs, makes choices, and decides what to think about and what to do.
Valid intuitions develop when experts have learned to recognize familiar elements in a new situation and to act in a manner that is appropriate to it.
Our everyday intuitive abilities are no less marvelous than the striking insights of an experienced firefighter or physician—only more common.
The mental work that produces impressions, intuitions, and many decisions goes on in silence in our mind.
Most impressions and thoughts arise in your conscious experience without your knowing how they got there. You cannot trace how you came to the belief that there is a lamp on the desk in front of you, or how you detected a hint of irritation in your spouse’s voice on the telephone, or how you managed to avoid a threat on the road before you became consciously aware of it.
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