Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a "Thinking, Fast and Slow" Applications
Semelhante a "Thinking, Fast and Slow" Applications (20)
Mais de abbentley
Mais de abbentley (20)
Último
Último (20)
"Thinking, Fast and Slow" Applications
- 1. Thinking, Fast and Slow By Daniel Kahneman Amanda Bentley How To Apply the Book to Design, the Workplace, and Everyday Life
- 2. Human Irrationality People like to think their intuition is correct or they are otherwise able to logically analyze every situation Thinking, Fast and Slow | Amanda Bentley
- 3. When Intuition Fails People tend to use shortcuts and rely on instinct when faced with a problem. Heuristics = mental shortcuts Thinking, Fast and Slow | Amanda BentleyThinking, Fast and Slow | Amanda Bentley
- 4. System 1 This is the system that thinks fast. 2 x 2 = ? Thinking, Fast and Slow | Amanda Bentley
- 5. System 2 This is the system that thinks slowly. 37 x 84 = ? Thinking, Fast and Slow | Amanda Bentley
- 6. Judgments We jump to conclusions to save time and effort. This is only efficient when the conclusion is likely correct and the cost of an occasional mistake is acceptable. Thinking, Fast and Slow | Amanda Bentley
- 7. How Your Mind Works, with Daniel Kahneman Thinking, Fast and Slow | Amanda Bentley
- 8. Biases Prejudice in favor or against one thing, person, or group compared with another, usually in a way considered to be unfair Thinking, Fast and Slow | Amanda Bentley
- 9. Anchors Occurs when people consider a particular value for an unknown quantity before estimating that quantity. Thinking, Fast and Slow | Amanda Bentley
- 10. Regression to the Mean When poor performance is followed by improvement, and good performance is followed by deterioration. Thinking, Fast and Slow | Amanda Bentley
- 11. Overconfidence The sense-making System 1 makes us see the world as more tidy, simple, predictable, and coherent than it really is. So we think that we can predict the future. Thinking, Fast and Slow | Amanda Bentley
- 12. The Illusion of Validity Declarations of high confidence tell you that an individual has constructed a coherent story in his or her mind, not necessarily that the story is true Thinking, Fast and Slow | Amanda Bentley
- 13. Intuition vs. Formulas Experts may be inferior because they try to be clever, think outside the box, and consider complex combinations of features. This actually reduces validity. Thinking, Fast and Slow | Amanda Bentley
- 14. When Can We Trust Intuition? Confidence does not imply truth. System 1 suppresses doubt and evokes ideas that are compatible with the current dominant story. Thinking, Fast and Slow | Amanda Bentley
- 15. Thinking About Life Affective forecasting is the forecast of one's personal state in the future. An error happens when you think statistics don't apply to you Thinking, Fast and Slow | Amanda Bentley
- 16. Benefits of Recognizing Biases Better design. More efficient workplaces. Happiness in everyday life. Thinking, Fast and Slow | Amanda Bentley
- 17. Applying the Knowledge Design: Making something that doesn’t just look nice, but is actually beneficial. The Workplace: Anchoring in negotiations and regression to the mean in daily work. Everyday: Avoiding incorrect judgments of others. Thinking, Fast and Slow | Amanda Bentley
- 18. Thank You. Thinking, Fast and Slow | Amanda Bentley
Notas do Editor
- Try to make connections with something we know when faced with the unknown We often answer difficult questions by actually answering something simpler, without noticing the substitution System 1 is responsible for these heuristics When neither an expert answer or a heuristic answer comes to mind, we resort to slow, effortful thinking (system 2)
- Operates automatically No effort or voluntary control Can easily answer simple questions that have been learned ie simple math
- Provides attention to effortful mental activities Associated with choice and concentration When you see something that you have no heuristics for (ie complicated math problem) you have to really think
- Judgment heuristics, or system 1, are used when we need to quickly make an assessment For example, when we see someone who is standing up straight with their hands on their hips, we equate that with confidence (Amy Cudy vid)
- More explanation on how we make judgments
- Does anyone know of any human biases? Bandwagon effect (something is right because everyone is doing it), confirmation bias (finding facts to back up our own beliefs), framing effect (diff conclusions from the same info depending on how its framed)
- Estimates stay close to the number that the people considered System 2 makes people move their estimates away from the considered #, and it is effortful Anchoring and adjusting- anchor to a #, assess if it’s too high or too low, and go from there (ie in negotiation)
- Success = talent + luck ie performing on a test: study a fair amount, have good luck, get a good grade, you are more likely to do worse on your next test In the workplace, regression to the mean could cause people to plateau in their jobs or improve if given negative feedback
- Everyone assumes they are less biased than they really are Makes us move faster and think less
- when asked to evaluate the same information twice, we frequently give different answers- unnoticed stimuli effects system 1 We can create reliable formulas for ourselves by assigning equal weight to all predictors of an outcome- ie Mary with her visa vs. equally qualified person with another possible issue Most people avoid formulas because we prefer the natural over the artificial
- Skilled intuition comes from learning regularities of an environment that are generally predictable- ie tests, workplace policies
- The score you assign to your life is determined by a small sample of highly available ideas, and not a careful weighing of the domains of your life. Setting goals that are too difficult to attain lead to unhappiness
- Overall: avoid overconfidence (not to be confused with not having confidence) This illusion can cause people to be wrong about their present state of well-being as well as the happiness of others, and about their own happiness in the future.
- The score you assign to your life is determined by a small sample of highly available ideas, and not a careful weighing of the domains of your life. Setting goals that are too difficult to attain lead to unhappiness