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Thinking, Fast and Slow

by Daniel Kahneman


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In the highly anticipated Thinking, Fast and Slow, Kahneman takes us on a groundbreaking tour of the mind and explains the two systems that drive the ... (more)


non-fiction, psychology, nonfiction, science, self-help, business, economics, self-improvement, personal-development, philosophy, audiobook



Top highlights from Thinking, Fast and Slow

A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth. Authoritarian institutions and marketers have always known this fact.

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Nothing in life is as important as you think it is, while you are thinking about it

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Our comforting conviction that the world makes sense rests on a secure foundation: our almost unlimited ability to ignore our ignorance.

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If you care about being thought credible and intelligent, do not use complex language where simpler language will do.

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Intelligence is not only the ability to reason; it is also the ability to find relevant material in memory and to deploy attention when needed.

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The psychologist, Paul Rozin, an expert on disgust, observed that a single cockroach will completely wreck the appeal of a bowl of cherries, but a cherry will do nothing at all for a bowl of cockroaches.

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The idea that the future is unpredictable is undermined every day by the ease with which the past is explained.

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Odd as it may seem, I am my remembering self, and the experiencing self, who does my living, is like a stranger to me.

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This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.

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We are prone to overestimate how much we understand about the world and to underestimate the role of chance in events.

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A general law of least effort applies to cognitive as well as physicalexertion. The law asserts that if there are several ways of achieving thesame goal, people will eventually gravitate to the least demanding courseof action. In the economy of action, effort is a cost, and the acquisition ofskill is driven by the balance of benefits and costs. Laziness is built deep into our nature.

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The confidence that individuals have in their beliefs depends mostly on the quality of the story they can tell about what they see, even if they see little.

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we can be blind to the obvious, and we are also blind to our blindness.

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I have always believed that scientific research is another domain where a form of optimism is essential to success: I have yet to meet a successful scientist who lacks the ability to exaggerate the importance of what he or she is doing, and I believe that someone who lacks a delusional sense of significance will wilt in the face of repeated experiences of multiple small failures and rare successes, the fate of most researchers.

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A reliable way of making people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth.

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The world makes much less sense than you think. The coherence comes mostly from the way your mind works.

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The easiest way to increase happiness is to control your use of time. Can you find more time to do the things you enjoy doing?

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You are more likely to learn something by finding surprises in your own behavior than by hearing surprising facts about people in general.

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Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors.

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Familiarity breeds liking.

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The illusion that we understand the past fosters overconfidence in our ability to predict the future.

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Confidence is a feeling, which reflects the coherence of the information and the cognitive ease of processing it. It is wise to take admissions of uncertainty seriously, but declarations of high confidence mainly tell you that an individual has constructed a coherent story in his mind, not necessarily that the story is true.

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The test of learning psychology is whether your understanding of situations you encounter has changed, not whether you have learned a new fact.

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Nothing in life is as important as you think it is when you are thinking about it.

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acquisition of skills requires a regular environment, an adequate opportunity to practice, and rapid and unequivocal feedback about the correctness of thoughts and actions.

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People tend to assess the relative importance of issues by the ease with which they are retrieved from memoryand this is largely determined by the extent of coverage in the media. Frequently mentioned topics populate the mind even as others slip away from awareness. In turn, what the media choose to report corresponds to their view of what is currently on the publics mind. It is no accident that authoritarian regimes exert substantial pressure on independent media. Because public interest is most easily aroused by dramatic events and by celebrities, media feeding frenzies are common

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Because we tend to be nice to other people when they please us and nasty when they do not, we are statistically punished for being nice and rewarded for being nasty.

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The premise of this book is that it is easier to recognize other peoples mistakes than our own.

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We focus on our goal, anchor on our plan, and neglect relevant base rates, exposing ourselves to the planning fallacy. We focus on what we want to do and can do, neglecting the plans and skills of others. Both in explaining the past and in predicting the future, we focus on the causal role of skill and neglect the role of luck. We are therefore prone to an illusion of control. We focus on what we know and neglect what we do not know, which makes us overly confident in our beliefs.

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We are prone to blame decision makers for good decisions that worked out badly and to give them too little credit for successful moves that appear obvious only after the fact.

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when people believe a conclusion is true, they are also very likely to believe arguments that appear to support it, even when these arguments are unsound.

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Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationalitybut it is not what people and organizations want.

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a stable relationship requires that good interactions outnumber bad interactions by at least 5 to 1.

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A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

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higher income is associated with a reduced ability to enjoy the small pleasures of life.

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Jonathan Haidt said in another context, The emotional tail wags the rational dog.

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Remember this rule: intuition cannot be trusted in the absence of stable regularities in the environment.

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Nothing in life is as important as you think it is when you are thinking of it.

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To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other.

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We have all heard such stories of expert intuition: the chess master who walks past a street game and announces White mates in three without stopping, or the physician who makes a complex diagnosis after a single glance at a patient. Expert intuition strikes us as magical, but it is not. Indeed, each of us performs feats of intuitive expertise many times each day. Most of us are pitch-perfect in detecting anger in the first word of a telephone call, recognize as we enter a room that we were the subject of the conversation, and quickly react to subtle signs that the driver of the car in the next lane is dangerous. Our everyday intuitive abilities are no less marvelous than the striking insights of an experienced firefighter or physicianonly more common. The psychology of accurate intuition involves no magic. Perhaps the best short statement of it is by the great Herbert Simon, who studied chess masters and showed that after thousands of hours of practice they come to see the pieces on the board differently from the rest of us. You can feel Simons impatience with the mythologizing of expert intuition when he writes: The situation has provided a cue; this cue has given the expert access to information stored in memory, and the information provides the answer. Intuition is nothing more and nothing less than recognition.

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Indeed, there is evidence that people are more likely to be influenced by empty persuasive messages, such as commercials, when they are tired and depleted.

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The worse the consequence, the greater the hindsight bias.

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I call it theory-induced blindness: once you have accepted a theory and used it as a tool in your thinking, it is extraordinarily difficult to notice its flaws. If you come upon an observation that does not seem to fit the model, you assume that there must be a perfectly good explanation that you are somehow missing.

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You can do several things at once, but only if they are easy and undemanding.

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To be useful, your beliefs should be constrained by the logic of probability.

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We are far too willing to reject the belief that much of what we see in life is random.

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However, optimism is highly valued, socially and in the market; people and firms reward the providers of dangerously misleading information more than they reward truth tellers. One of the lessons of the financial crisis that led to the Great Recession is that there are periods in which competition, among experts and among organizations, creates powerful forces that favor a collective blindness to risk and uncertainty.

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If you care about being thought credible and intelligent, do not use complex language where simpler language will do. My Princeton colleague Danny Oppenheimer refuted a myth prevalent among undergraduates about the vocabulary that professors find most impressive. In an article titled "Consequences of Erudite Vernacular Utilized Irrespective of Necessity: Problems with Using Long Words Needlessly," he showed that couching familiar ideas in pretentious language is taken as a sign of poor intelligence and low credibility.

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it is much easier to strive for perfection when you are never bored.

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if you have had to force yourself to do something, you are less willing or less able to exert self-control when the next challenge comes around. The phenomenon has been named ego depletion.

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The world in our heads is not a precise replica of reality; our expectations about the frequency of events are distorted by the prevalence and emotional intensity of the messages to which we are exposed.

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Jumping to conclusions is efficient if the conclusions are likely to be correct and the costs of an occasional mistake acceptable. Jumping to conclusions is risky when the situation is unfamiliar, the stakes are high and there is no time to collect more information.

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The experiencing self does not have a voice. The remembering self is sometimes wrong, but it is the one that keeps score and governs what we learn from living, and it is the one that makes decisions. What we learn from the past is to maximize the qualities of our future memories, not necessarily of our future experience. This is the tyranny of the remembering self.

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The most effortful forms of slow thinking are those that require you to think fast.

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A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth.

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If a satisfactory answer to a hard question is not found quickly, System 1 will find a related question that is easier and will answer it. I call the operation of answering one question in place of another substitution.

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Those who avoid the sin of intellectual sloth could be called engaged. They are more alert, more intellectually active, less willing to be satisfied with superficially attractive answers, more skeptical about their intuitions.

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Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition.

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In a state of flow, however, maintaining focused attention on these absorbing activities requires no exertion of self-control, thereby freeing resources to be directed to the task at hand.

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If you were allowed one wish for your child, seriously consider wishing him or her optimism.

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