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*Major New York Times Bestseller*More than 2.6 million copies sold*One of TheNew York Times Book Review’s ten best books of the year*Selected by The Wall Street Journal as one of the best nonfiction books of the year*Presidential Medal of Freedom Recipient*Daniel Kahneman’s work with Amos Tversky is the subject of Michael Lewis’s best-selling The Undoing Project: A Friendship That Changed Our MindsIn his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation―each of these can be understood only by knowing how the two systems shape our judgments and decisions.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. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.
Daniel Kahneman
April 2, 2013
499 pages
File Size: 62 MB
Available File Formats: PDF AZW3 DOCX EPUB MOBI TXT or Kindle audiobook Audio CD(Several files can be converted to each other)
Language: English, Francais, Italiano, Espanol, Deutsch, chinese
“It is an astonishingly rich book: lucid, profound, full of intellectual surprises and self-help value. It is consistently entertaining . . . So impressive is its vision of flawed human reason that the New York Times columnist David Brooks recently declared that Kahneman and Tversky’s work ‘will be remembered hundreds of years from now,’ and that it is ‘a crucial pivot point in the way we see ourselves.’”―Jim Holt, The New York Times Book Review“There have been many good books on human rationality and irrationality, but only one masterpiece. That masterpiece is Daniel Kahneman’s Thinking, Fast and Slow . . . This is one of the greatest and most engaging collections of insights into the human mind I have read.”―William Easterly, Financial Times “I will never think about thinking quite the same. [Thinking, Fast and Slow] is a monumental achievement.”―Roger Lowenstein, Bloomberg/Businessweek “Brilliant . . . It is impossible to exaggerate the importance of Daniel Kahneman’s contribution to the understanding of the way we think and choose. He stands among the giants, a weaver of the threads of Charles Darwin, Adam Smith and Sigmund Freud. Arguably the most important psychologist in history, Kahneman has reshaped cognitive psychology, the analysis of rationality and reason, the understanding of risk and the study of happiness and well-being.”―Janice Gross Stein, The Globe and Mail “Everyone should read Thinking, Fast and Slow.”―Jesse Singal, Boston Globe“[Thinking, Fast and Slow] is wonderful. To anyone with the slightest interest in the workings of his own mind, it is so rich and fascinating that any summary would seem absurd.”―Michael Lewis, Vanity Fair“Profound . . . As Copernicus removed the Earth from the centre of the universe and Darwin knocked humans off their biological perch, Mr. Kahneman has shown that we are not the paragons of reason we assume ourselves to be.”―The Economist“[A] tour de force of psychological insight, research explication and compelling narrative that brings together in one volume the high points of Mr. Kahneman’s notable contributions, over five decades, to the study of human judgment, decision-making and choice . . . Thanks to the elegance and force of his ideas, and the robustness of the evidence he offers for them, he has helped us to a new understanding of our divided minds―and our whole selves.”―Christoper F. Chabris, The Wall Street Journal“A major intellectual event . . . The work of Kahneman and Tversky was a crucial pivot point in the way we see ourselves.”―David Brooks, The New York Times“For anyone interested in economics, cognitive science, psychology, and, in short, human behavior, this is the book of the year. Before Malcolm Gladwell and Freakonomics, there was Daniel Kahneman, who invented the field of behavior economics, won a Nobel . . . and now explains how we think and make choices. Here’s an easy choice: read this.”―The Daily Beast“Daniel Kahneman is one of the most original and interesting thinkers of our time. There may be no other person on the planet who better understands how and why we make the choices we make. In this absolutely amazing book, he shares a lifetime’s worth of wisdom presented in a manner that is simple and engaging, but nonetheless stunningly profound. This book is a must read for anyone with a curious mind.”―Steven D. Levitt, William B. Ogden Distinguished Service Professor of Economics at the University of Chicago; co-author of Freakonomics and SuperFreakonomics“Thinking, Fast and Slow is a masterpiece―a brilliant and engaging intellectual saga by one of the greatest psychologists and deepest thinkers of our time. Kahneman should be parking a Pulitzer next to his Nobel Prize.”―Daniel Gilbert, Harvard University Professor of Psychology, author of Stumbling on Happiness, host of the award-winning PBS television series “This Emotional Life”“This is a landmark book in social thought, in the same league as The Wealth of Nations by Adam Smith and The Interpretation of Dreams by Sigmund Freud.”―Nassim Taleb, author of The Black Swan“Daniel Kahneman is among the most influential psychologists in history and certainly the most important psychologist alive today. He has a gift for uncovering remarkable features of the human mind, many of which have become textbook classics and part of the conventional wisdom. His work has reshaped social psychology, cognitive science, the study of reason and of happiness, and behavioral economics, a field that he and his collaborator Amos Tversky helped to launch. The appearance of Thinking, Fast and Slow is a major event.”―Steven Pinker, Harvard College Professor of Psychology, Harvard University, and author of How the Mind Works and The Better Angels of our Nature About the Author Daniel Kahneman is Eugene Higgins Professor of Psychology Emeritus at Princeton University and a professor of public affairs at the Woodrow Wilson School of Public and International Affairs. He received the 2002 Nobel Prize in Economic Sciences for his pioneering work with Amos Tversky on decision-making. He is the author of the international bestseller Thinking, Fast and Slow. Excerpt. © Reprinted by permission. All rights reserved. Thinking, Fast and SlowBy Daniel KahnemanFarrar, Straus and GirouxCopyright © 2012Daniel KahnemanAll right reserved.ISBN: 9780374533557 THINKING, FAST AND SLOW (Chapter 1)The Characters of the StoryTo observe your mind in automatic mode, glance at the image below.Figure 1Your experience as you look at the woman’s face seamlessly combines what we normally call seeing and intuitive thinking. As surely and quickly as you saw that the young woman’s hair is dark, you knew she is angry. Furthermore, what you saw extended into the future. You sensed that this woman is about to say some very unkind words, probably in a loud and strident voice. A premonition of what she was going to do next came to mind automatically and effortlessly. You did not intend to assess her mood or to anticipate what she might do, and your reaction to the picture did not have the feel of something you did. It just happened to you. It was an instance of fast thinking.Now look at the following problem:17 × 24You knew immediately that this is a multiplication problem, and probably knew that you could solve it, with paper and pencil, if not without. You also had some vague intuitive knowledge of the range of possible results. You would be quick to recognize that both 12,609 and 123 are implausible. Without spending some time on the problem, however, you would not be certain that the answer is not 568. A precise solution did not come to mind, and you felt that you could choose whether or not to engage in the computation. If you have not done so yet, you should attempt the multiplication problem now, completing at least part of it.You experienced slow thinking as you proceeded through a sequence of steps. You first retrieved from memory the cognitive program for multiplication that you learned in school, then you implemented it. Carrying out the computation was a strain. You felt the burden of holding much material in memory, as you needed to keep track of where you were and of where you were going, while holding on to the intermediate result. The process was mental work: deliberate, effortful, and orderly–a prototype of slow thinking. The computation was not only an event in your mind; your body was also involved. Your muscles tensed up, your blood pressure rose, and your heart rate increased. Someone looking closely at your eyes while you tackled this problem would have seen your pupils dilate. Your pupils contracted back to normal size as soon as you ended your work–when you found the answer (which is 408, by the way) or when you gave up.Two SystemsPsychologists have been intensely interested for several decades in the two modes of thinking evoked by the picture of the angry woman and by the multiplication problem, and have offered many labels for them. I adopt terms originally proposed by the psychologists Keith Stanovich and Richard West, and will refer to two systems in the mind, System 1 and System 2.System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control.System 2 allocates attention to the effortful mental activities that demand it, including complex computations. The operations of System 2 are often associated with the subjective experience of agency, choice, and concentration.The labels of System 1 and System 2 are widely used in psychology, but I go further than most in this book, which you can read as a psychodrama with two characters.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. Although System 2 believes itself to be where the action is, the automatic System 1 is the hero of the book. I describe System 1 as effortlessly originating impressions and feelings that are the main sources of the explicit beliefs and deliberate choices of System 2. The automatic operations of System 1 generate surprisingly complex patterns of ideas, but only the slower System 2 can construct thoughts in an orderly series of steps. I also describe circumstances in which System 2 takes over, overruling the freewheeling impulses and associations of System 1. You will be invited to think of the two systems as agents with their individual abilities, limitations, and functions.In rough order of complexity, here are some examples of the automatic activities that are attributed to System 1:Detect that one object is more distant than another.Orient to the source of a sudden sound.Complete the phrase “bread and…”Make a “disgust face” when shown a horrible picture.Detect hostility in a voice.Answer to 2 + 2 = ?Read words on large billboards.Drive a car on an empty road.Find a strong move in chess (if you are a chess master).Understand simple sentences.Recognize that a “meek and tidy soul with a passion for detail” resembles an occupational stereotype.All these mental events belong with the angry woman–they occur automatically and require little or no effort. The capabilities of System 1 include innate skills that we share with other animals. We are born prepared to perceive the world around us, recognize objects, orient attention, avoid losses, and fear spiders. Other mental activities become fast and automatic through prolonged practice. System 1 has learned associations between ideas (the capital of France?); it has also learned skills such as reading and understanding nuances of social situations. Some skills, such as finding strong chess moves, are acquired only by specialized experts. Others are widely shared. Detecting the similarity of a personality sketch to an occupational stereotype requires broad knowledge of the language and the culture, which most of us possess. The knowledge is stored in memory and accessed without intention and without effort.Several of the mental actions in the list are completely involuntary. You cannot refrain from understanding simple sentences in your own language or from orienting to a loud unexpected sound, nor can you prevent yourself from knowing that 2 + 2 = 4 or from thinking of Paris when the capital of France is mentioned. Other activities, such as chewing, are susceptible to voluntary control but normally run on automatic pilot. The control of attention is shared by the two systems. Orienting to a loud sound is normally an involuntary operation of System 1, which immediately mobilizes the voluntary attention of System 2. You may be able to resist turning toward the source of a loud and offensive comment at a crowded party, but even if your head does not move, your attention is initially directed to it, at least for a while. However, attention can be moved away from an unwanted focus, primarily by focusing intently on another target.The highly diverse operations of System 2 have one feature in common: they require attention and are disrupted when attention is drawn away. Here are some examples:Brace for the starter gun in a race.Focus attention on the clowns in the circus.Focus on the voice of a particular person in a crowded and noisy room.Look for a woman with white hair.Search memory to identify a surprising sound.Maintain a faster walking speed than is natural for you.Monitor the appropriateness of your behavior in a social situation.Count the occurrences of the letter a in a page of text.Tell someone your phone number.Park in a narrow space (for most people except garage attendants).Compare two washing machines for overall value.Fill out a tax form.Check the validity of a complex logical argument.In all these situations you must pay attention, and you will perform less well, or not at all, if you are not ready or if your attention is directed inappropriately. System 2 has some ability to change the way System 1 works, by programming the normally automatic functions of attention and memory. When waiting for a relative at a busy train station, for example, you can set yourself at will to look for a white-haired woman or a bearded man, and thereby increase the likelihood of detecting your relative from a distance. You can set your memory to search for capital cities that start with N or for French existentialist novels. And when you rent a car at London’s Heathrow Airport, the attendant will probably remind you that “we drive on the left side of the road over here.” In all these cases, you are asked to do something that does not come naturally, and you will find that the consistent maintenance of a set requires continuous exertion of at least some effort.The oft en-used phrase “pay attention” is apt: you dispose of a limited budget of attention that you can allocate to activities, and if you try to go beyond your budget, you will fail. It is the mark of effortful activities that they interfere with each other, which is why it is difficult or impossible to conduct several at once. You could not compute the product of 17 × 24 while making a left turn into dense traffic, and you certainly should not try. You can do several things at once, but only if they are easy and undemanding. You are probably safe carrying on a conversation with a passenger while driving on an empty highway, and many parents have discovered, perhaps with some guilt, that they can read a story to a child while thinking of something else.Everyone has some awareness of the limited capacity of attention, and our social behavior makes allowances for these limitations. When the driver of a car is overtaking a truck on a narrow road, for example, adult passengers quite sensibly stop talking. They know that distracting the driver is not a good idea, and they also suspect that he is temporarily deaf and will not hear what they say.Intense focusing on a task can make people effectively blind, even to stimuli that normally attract attention. The most dramatic demonstration was offered by Christopher Chabris and Daniel Simons in their book The Invisible Gorilla. They constructed a short film of two teams passing basketballs, one team wearing white shirts, the other wearing black. The viewers of the film are instructed to count the number of passes made by the white team, ignoring the black players. This task is difficult and completely absorbing. Halfway through the video, a woman wearing a gorilla suit appears, crosses the court, thumps her chest, and moves on. The gorilla is in view for 9 seconds. Many thousands of people have seen the video, and about half of them do not notice anything unusual. It is the counting task–and especially the instruction to ignore one of the teams–that causes the blindness. No one who watches the video without that task would miss the gorilla. Seeing and orienting are automatic functions of System 1, but they depend on the allocation of some attention to the relevant stimulus. The authors note that the most remarkable observation of their study is that people find its results very surprising. Indeed, the viewers who fail to see the gorilla are initially sure that it was not there–they cannot imagine missing such a striking event. The gorilla study illustrates two important facts about our minds: we can be blind to the obvious, and we are also blind to our blindness.Plot SynopsisThe interaction of the two systems is a recurrent theme of the book, and a brief synopsis of the plot is in order. In the story I will tell, Systems 1 and 2 are both active whenever we are awake. System 1 runs automatically and System 2 is normally in a comfortable low-effort mode, in which only a fraction of its capacity is engaged. System 1 continuously generates suggestions for System 2: impressions, intuitions, intentions, and feelings. If endorsed by System 2, impressions and intuitions turn into beliefs, and impulses turn into voluntary actions. When all goes smoothly, which is most of the time, System 2 adopts the suggestions of System 1 with little or no modification. You generally believe your impressions and act on your desires, and that is fine–usually.When System 1 runs into difficulty, it calls on System 2 to support more detailed and specific processing that may solve the problem of the moment. System 2 is mobilized when a question arises for which System 1 does not offer an answer, as probably happened to you when you encountered the multiplication problem 17 × 24. You can also feel a surge of conscious attention whenever you are surprised. System 2 is activated when an event is detected that violates the model of the world that System 1 maintains. In that world, lamps do not jump, cats do not bark, and gorillas do not cross basketball courts. The gorilla experiment demonstrates that some attention is needed for the surprising stimulus to be detected. Surprise then activates and orients your attention: you will stare, and you will search your memory for a story that makes sense of the surprising event. System 2 is also credited with the continuous monitoring of your own behavior–the control that keeps you polite when you are angry, and alert when you are driving at night. System 2 is mobilized to increased effort when it detects an error about to be made. Remember a time when you almost blurted out an offensive remark and note how hard you worked to restore control. In summary, most of what you (your System 2) think and do originates in your System 1, but System 2 takes over when things get difficult, and it normally has the last word.The division of labor between System 1 and System 2 is highly efficient: it minimizes effort and optimizes performance. The arrangement works well most of the time because System 1 is generally very good at what it does: its models of familiar situations are accurate, its short-term predictions are usually accurate as well, and its initial reactions to challenges are swift and generally appropriate. System 1 has biases, however, systematic errors that it is prone to make in specified circumstances. As we shall see, it sometimes answers easier questions than the one it was asked, and it has little understanding of logic and statistics. One further limitation of System 1 is that it cannot be turned off. If you are shown a word on the screen in a language you know, you will read it–unless your attention is totally focused elsewhere.ConflictFigure 2 is a variant of a classic experiment that produces a conflict between the two systems. You should try the exercise before reading on.Figure 2You were almost certainly successful in saying the correct words in both tasks, and you surely discovered that some parts of each task were much easier than others. When you identified upper-and lowercase, the left-hand column was easy and the right-hand column caused you to slow down and perhaps to stammer or stumble. When you named the position of words, the left-hand column was difficult and the right-hand column was much easier.These tasks engage System 2, because saying “upper/lower” or “right/left” is not what you routinely do when looking down a column of words. One of the things you did to set yourself for the task was to program your memory so that the relevant words (upper and lower for the first task) were “on the tip of your tongue.” The prioritizing of the chosen words is effective and the mild temptation to read other words was fairly easy to resist when you went through the first column. But the second column was different, because it contained words for which you were set, and you could not ignore them. You were mostly able to respond correctly, but overcoming the competing response was a strain, and it slowed you down. You experienced a conflict between a task that you intended to carry out and an automatic response that interfered with it.Conflict between an automatic reaction and an intention to control it is common in our lives. We are all familiar with the experience of trying not to stare at the oddly dressed couple at the neighboring table in a restaurant. We also know what it is like to force our attention on a boring book, when we constantly find ourselves returning to the point at which the reading lost its meaning. Where winters are hard, many drivers have memories of their car skidding out of control on the ice and of the struggle to follow well-rehearsed instructions that negate what they would naturally do: “Steer into the skid, and whatever you do, do not touch the brakes!” And every human being has had the experience of not telling someone to go to hell. One of the tasks of System 2 is to overcome the impulses of System 1. In other words, System 2 is in charge of self-control.IllusionsTo appreciate the autonomy of System 1, as well as the distinction between impressions and beliefs, take a good look at figure 3.This picture is unremarkable: two horizontal lines of different lengths, with fins appended, pointing in different directions. The bottom line is obviously longer than the one above it. That is what we all see, and we naturally believe what we see. If you have already encountered this image, however, you recognize it as the famous Müller-Lyer illusion. As you can easily confirm by measuring them with a ruler, the horizontal lines are in fact identical in length.Figure 3Now that you have measured the lines, you–your System 2, the conscious being you call “I”–have a new belief: you know that the lines are equally long. If asked about their length, you will say what you know. But you still see the bottom line as longer. You have chosen to believe the measurement, but you cannot prevent System 1 from doing its thing; you cannot decide to see the lines as equal, although you know they are. To resist the illusion, there is only one thing you can do: you must learn to mistrust your impressions of the length of lines when fins are attached to them. To implement that rule, you must be able to recognize the illusory pattern and recall what you know about it. If you can do this, you will never again be fooled by the Müller-Lyer illusion. But you will still see one line as longer than the other.Not all illusions are visual. There are illusions of thought, which we call cognitive illusions. As a graduate student, I attended some courses on the art and science of psychotherapy. During one of these lectures, our teacher imparted a morsel of clinical wisdom. This is what he told us: “You will from time to time meet a patient who shares a disturbing tale of multiple mistakes in his previous treatment. He has been seen by several clinicians, and all failed him. The patient can lucidly describe how his therapists misunderstood him, but he has quickly perceived that you are different. You share the same feeling, are convinced that you understand him, and will be able to help.” At this point my teacher raised his voice as he said, “Do not even think of taking on this patient! Throw him out of the office! He is most likely a psychopath and you will not be able to help him.”Many years later I learned that the teacher had warned us against psychopathic charm, and the leading authority in the study of psychopathy confirmed that the teacher’s advice was sound. The analogy to the Müller-Lyer illusion is close. What we were being taught was not how to feel about that patient. Our teacher took it for granted that the sympathy we would feel for the patient would not be under our control; it would arise from System 1. Furthermore, we were not being taught to be generally suspicious of our feelings about patients. We were told that a strong attraction to a patient with a repeated history of failed treatment is a danger sign–like the fins on the parallel lines. It is an illusion–a cognitive illusion–and I (System 2) was taught how to recognize it and advised not to believe it or act on it.The question that is most oft en asked about cognitive illusions is whether they can be overcome. The message of these examples is not encouraging. Because System 1 operates automatically and cannot be turned off at will, errors of intuitive thought are oft en difficult to prevent. Biases cannot always be avoided, because System 2 may have no clue to the error. Even when cues to likely errors are available, errors can be prevented only by the enhanced monitoring and effortful activity of System 2. As a way to live your life, however, continuous vigilance is not necessarily good, and it is certainly impractical. Constantly questioning our own thinking would be impossibly tedious, and System 2 is much too slow and inefficient to serve as a substitute for System 1 in making routine decisions. The best we can do is a compromise: learn to recognize situations in which mistakes are likely and try harder to avoid significant mistakes when the stakes are high. The premise of this book is that it is easier to recognize other people’s mistakes than our own.Useful FictionsYou have been invited to think of the two systems as agents within the mind, with their individual personalities, abilities, and limitations. I will oft en use sentences in which the systems are the subjects, such as, “System 2 calculates products.”The use of such language is considered a sin in the professional circles in which I travel, because it seems to explain the thoughts and actions of a person by the thoughts and actions of little people inside the person’s head. Grammatically the sentence about System 2 is similar to “The butler steals the petty cash.” My colleagues would point out that the butler’s action actually explains the disappearance of the cash, and they rightly question whether the sentence about System 2 explains how products are calculated. My answer is that the brief active sentence that attributes calculation to System 2 is intended as a description, not an explanation. It is meaningful only because of what you already know about System 2. It is shorthand for the following: “Mental arithmetic is a voluntary activity that requires effort, should not be performed while making a left turn, and is associated with dilated pupils and an accelerated heart rate.”Similarly, the statement that “highway driving under routine conditions is left to System 1” means that steering the car around a bend is automatic and almost effortless. It also implies that an experienced driver can drive on an empty highway while conducting a conversation. Finally, “System 2 prevented James from reacting foolishly to the insult” means that James would have been more aggressive in his response if his capacity for effortful control had been disrupted (for example, if he had been drunk).System 1 and System 2 are so central to the story I tell in this book that I must make it absolutely clear that they are fictitious characters. Systems 1 and 2 are not systems in the standard sense of entities with interacting aspects or parts. And there is no one part of the brain that either of the systems would call home. You may well ask: What is the point of introducing fictitious characters with ugly names into a serious book? The answer is that the characters are useful because of some quirks of our minds, yours and mine. A sentence is understood more easily if it describes what an agent (System 2) does than if it describes what something is, what properties it has. In other words, “System 2” is a better subject for a sentence than “mental arithmetic.” The mind–especially System 1–appears to have a special aptitude for the construction and interpretation of stories about active agents, who have personalities, habits, and abilities. You quickly formed a bad opinion of the thieving butler, you expect more bad behavior from him, and you will remember him for a while. This is also my hope for the language of systems.Why call them System 1 and System 2 rather than the more descriptive “automatic system” and “effortful system”? The reason is simple: “Automatic system” takes longer to say than “System 1” and therefore takes more space in your working memory. This matters, because anything that occupies your working memory reduces your ability to think. You should treat “System 1” and “System 2” as nicknames, like Bob and Joe, identifying characters that you will get to know over the course of this book. The fictitious systems make it easier for me to think about judgment and choice, and will make it easier for you to understand what I say.Speaking of System 1 and System 2″He had an impression, but some of his impressions are illusions.””This was a pure System 1 response. She reacted to the threat before she recognized it.””This is your System 1 talking. Slow down and let your System 2 take control.”THINKING, FAST AND SLOW Copyright © 2011 by Daniel KahnemanContinues…Excerpted from Thinking, Fast and Slow by Daniel Kahneman Copyright © 2012 by Daniel Kahneman. Excerpted by permission. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site. Read more <div id="
  • A brilliant (indeed, Nobel Prize-winning) concept made unbearably tedious by endless case studies. Kahneman going on for over 400 pages about his two systems reminded me strongly of Bernard Shaw’s comment on Darwin:”If very few of us have read The Origin of the Species from end to end, it is not because it overtaxes our mind, but because we take in the whole case and are prepared to accept it long before we have come to the end of the innumerable instances and illustrations of which the book mainly consists. Darwin becomes tedious in the manner of a man who insists on continuing to prove his innocence after he has been acquitted. You assure him that there is not a stain on his character, and beg him to leave the court; but he will not be content with enough evidence to acquit him: he will have you listen to all the evidence that exists in the world.”Preface to Back to Methuselah, p. xlviii
  • Most of the times we think fast. Then we make mistakes. Rarely, but sometimes, we do think slow. Then we get it right. There, you’ve read the book. Read this fast, think it over slowly, and skip this book.
  • First, for reasons explained below I would not buy this as an audio book.I have mixed feelings about this book for various reasons. The first 200 pages (Part 1 and 2) are heavily focused on the author trying to convince the reader that it is better to think statistically rather than instinctively / intuitively. After stating countless studies to support his premise, the author (very briefly) in Chapter 21 admits that “formulas based on statistics or on common sense” are both good forms to develop valued algorithms – Doesn’t common sense fit into instinct or intuition? Later in the same chapter the author concedes that intuition adds value but only to the extent that the individual bases it off sufficient research. To me, the way most of the book was written, especially in Parts 1 and 2, was a little over the top. The chapters are short and each one cites at least one study that the author or someone else performed. It becomes example after example after example and redundant. The beginning chapters seem as if the author put a group of journal articles together to develop part of the book. Don’t get me wrong, many of the studies are really interesting and I find them very helpful, I just believe that it became a little redundant. However, there is some evidence that also says that many of the studies referenced in this book were not able to be reproduced, adding more speculation on the evidence supporting the author’s premise.Furthermore, the book is very interactive with the reader and some parts are a little condescending. For example, in the Introduction, the author poses a question to the reader asking whether or not a personality description means the person in question is a farmer or a librarian. Rather than assuming that the multitude of readers may come up with different responses, the author states “Did it occur to you that there are more than 20 male farmers.” While I understand where the author was going with the question, the author presumed that the readers would only answer one way and this recurs throughout the book. Another example in Chapter 16 assumed that the reader came up with the wrong answer and even stated that the most common answer to this question is wrong, however, the author does not explain how to come up with the correct answer.Since this book is very interactive, I wouldn’t purchase the audio book. I do have both the hard copy and the audio book and further noticed that there were a few mistakes between the hard copy and the audio. Sometimes the mistake was quite minimal such as words were flip-flopped but at the end of Chapter 17 the author asks a question which requires some thought and work by the reader. The total in the audiobook was completely off. Instead of stating the total at 81 million (as in the hard copy) the audio book read it as 61 million and the Total for another part of the question in the same example was 67.1 million in the audio book instead of 89.1 million as the hard copy stated.All in all, a good part of the book is intriguing. The author clearly has conducted extensive research throughout his career and was able to present much of it in this book in a form that would be comprehensible to non-econ and non-psychology persons.
  • This was a difficult but valuable book. However, some reviewers claim its value is in changing our mental habits. This is a mistake. The book is much too complex for that. Kahneman concludes the book stating that even he has not been able to do much to curb the instincts of intuition. The value of the book, he states, is to give people the vocabulary to spot biases and to criticize the decisions of others: “Ultimately, a richer language is essential to the skill of constructive criticism.” (pp. 417-8) I finished the book a few days ago and have found it useful in criticizing the writings of op-ed columnists. They are especially guilty of question substitution: substituting a question that is easy to answer for one that is almost impossible. For example, for the question what does the recent election of a certain politician mean for the Democrats, the pundit will answer the question of what is the politician’s personality and personal demeanor and then state that Democrats need to run candidates with this personality profile. Kahneman is not speaking to decision makers as much as he is to those who might offer constructive criticism to the deciders. He is not interested in individuals as much as he is in organizations. He wants to create communities that not only have better results but have a better decision making process. The best way to evaluate his work is to take some of his ideas and see if they work in whichever community you happen to find yourself. Do they improve your community’s decision making process?
  • Content is interesting, but as other reviewers point out, do not buy the Kindle version, because links often don’t work, and many images and footnotes seem to be lost.
  • As others have noted, this book is dense in places, but is tremendously important for decision making from the individual up through public policy. Even if you don’t have the patience for all the chapters don’t neglect the intro and conclusion. The TL;DR doesn’t suffice but. 1) human beings are not pure rational agents, but rather complex interplay of automatic and thoughtful reasoning both of which can be right or wrong 2) maximizing happiness requires recognition of when we are in a cognitive minefield so that we can marshal the appropriate evidence and response 3) maximizing happiness is not even straightforward; it is the complex interplay between experienced and remembered happiness. This book is in my top 10 most influential of my life; highly recommended especially in tandem with Haidt’s “Righteous Mind”; these two highly complementary books form a multidimensional mirror for the human condition. Only by seeing ourselves as we *are* can we go about the business of governing ourselves and our world.
  • Why do people buy extended warranties that are bad value for money?Why do we marry people just because they’re good in bed?Why do investors snatch small profits from winning investments whilst allowing large losses to build up in bad investments?Why do parents deny their children life saving vaccinations for fear of unproven risks?Why do we think a bird in the hand is worth two in a bush?On the whole humans are incredibly good at making bad decisions because they allow emotions and moral values to prevail over good sense and simple mathematical calculation. We make snap decisions based on our intuition (fast thinking) and often believe our intuition is superior to logic (slow thinking). For example, President Trump recently said he preferred to listen to his ‘gut’ than his advisors.Kahneman examines the reasons why we make bad decisions and indicates ways in which we might make better decisions – even if the better decisions make us feel uncomfortable because they are counterintuitive.My only problem with this book is that it is so laborious in places that I almost lost interest. Sometimes Kahneman goes on and on about a proposition that has (at least for me) zero interest. If he asks ‘How much would you pay for a bowl of roses valued at $59?’ I don’t have an answer because I’m simply not interested and I don’t want to know how much anyone else would pay, or why they would or wouldn’t pay it. Perhaps it’s just me, but I found some of the propositions too complex to bother with. But to be fair there were some chapters that had me spellbound – maybe because they touched on areas where I make bad decisions.Overall, this is an important book but spoiled by too much dense argument and irrelevant illustration. It could have contained all the salient points and been reduced to half the length without any dilution of the message.
  • Don’t go with this product. The size of the letters are so small that, I bet, you can’t read a page comfortably. I’m not saying anything about the content of the book. The paper quality of the book especially, the size of letters, is so poor that u will regret buying this book. Now it’s ur choice.
  • Certainly the most thought provoking book I’ve read in a long time, so much so I’ve written a blog about it’s conclusion and the impact on social media. More importantly how people are being manipulated on social media by people using the “techniques” outline in this book.It’s not an easy book to read so not one for the beach, but push through and there is a light at the end of the tunnel.
  • This book will help you understand some concepts of thinking and problem solving. This may then help you in your day to day life. What it doesn’t do is turn a very high achiever, into a nobel prize winner. There is a law of diminishing returns. Might help someone who is from a public school with no life skills coaching to think better. However, if you come from the type of background where both parents are psychologists/psychiatrists, it may not exactly be enlightenment.
  • I’m about 20% of the way through and I am going to struggle to finish this. It started really good, talking about intuitive decision-making vs deliberate and gave a few examples of how our brains can be tricked, but then it never moves on. The whole book is just examples of how we can be wrong, written in infuriating ‘you think this because you are so-and-so’ language. The book is aimed squarely at Americans as are the examples and the author’s assumptions. One ‘trick’ was explained based on ‘because you sang your ABCs as a child”. No I didnt, so if that’s your basis for the explanation then what now? I just read a section about heuristics but with no explanation of what heuristics involves. The average person on the street doesn’t use heuristics. Just thinking about this book is annoying me. You won’t get wisdom from this book in my opinion, but imagine if someone listed all their life mistakes and gave you it. You could make a note to not make the same ones, but would you really have learned anything? Maybe if you’re planning to enter a psychological ‘temple of doom’ it’s useful to know where the traps are.
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