The Best Highlights from Thinking, Fast and Slow
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.
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.
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.
People tend to assess the relative importance of issues by the ease with which they are retrieved from memory—and this is largely determined by the extent of coverage in the media.
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.
“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.”
The general theme of these findings is that the idea of money primes individualism: a reluctance to be involved with others, to depend on others, or to accept demands from others.
Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition.
A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth.
This remarkable priming phenomenon—the influencing of an action by the idea—is known as the ideomotor effect.