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Zusammenfassung von Thinking 101

Name: Thinking 101
Rating: 4.4 (422 reviews)
Author: Woo-kyoung Ahn

Woo-kyoung Ahn

How to Reason Better to Live Better

4.4 (422 Bewertungen)

16 Min.

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Thinking 101
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What’s in it for me? Improve your life – and society – by overcoming common biases in thinking.

One of Yale University’s most popular undergraduate courses is simply titled Thinking. The course explores common thinking pitfalls and, better yet, how people can overcome them to make better-informed decisions to improve their own lives and society as a whole.

You don’t have to attend Yale to unlock this knowledge. Professor Woo-kyoung Ahn, who developed and teaches the course, makes the top takeaways available to everyone in Thinking 101.

This Blink explains common types of thinking biases and how they can affect our decision-making, including evidence for how they’re often at the root of problems ranging from poor financial decisions to societal prejudice. You’ll also discover solutions for overcoming each of them.

Our minds overestimate our abilities to do things that seem easy.

Have you ever watched a YouTube video for a recipe, makeup tutorial, or home repair that seemed simple until you tried it and had to file it away as a failure? Woo-kyoung Ahn runs a similar experiment with her students: They watch a six-second dance routine eleven times plus a slower instructional video. Then, they can volunteer to do the dance with the promise of prizes for doing it successfully. There’s no shortage of volunteer dancers, yet no one nails it.

Why? Because fluency, meaning how easily our brains process new information, can fuel overconfidence, decision-making, and outcomes.

While fluency informs metacognition – which is the critical process by which we judge situations to determine the next steps – we can’t rely on it entirely to ensure good outcomes.

Thankfully, there’s a pretty simple way to overcome the fluency effect: you can practice new things, like rehearsing a speech or interview responses. Of course, there are situations when you don’t get a trial run, like tackling a home renovation project. In those cases, you can plan, but you should be aware that studies show people also tend to be overly confident and optimistic about planning. To counter that, add padding to your initial estimate of what it will take to accomplish your goal, whether that’s time, money, effort, or a combination. The author recommends adding 50 percent to your initial estimate. So for example, if you think you can meet a deadline in two days, tell your boss to expect it in three.

We tend to go with what we think we know without considering all possibilities.

Imagine you’re given three numbers in a sequence and told that the sequence follows a rule that you must determine. You then have to give another set of three numbers that follow what you believe that rule to be.

All clear? Good. Then let’s try this one out.

We prefer examples and stories at the expense of more rational, statistical data.

Imagine if you’d enrolled your young child in ice-skating lessons and then saw little to no skill improvement over three years. Around the same time you started the skating classes, you also let them give soccer a go. Then at a match, you noticed your child was actively running away from the ball when it was kicked toward them.

You’d probably think, “My child is just not into sports.” The author certainly did when she experienced these situations with her son. Yet in high school, he discovered cross-country running and became captain of the team.

We care too much about negative facts and fear losing ownership.

Many studies support the idea that people give more mental real estate to negative events than positive ones. Others show how our fear of losing something can keep us from even considering possible gains, at least up to a point. Even the emotional attachment of ownership clouds our judgment in what is known as the endowment effect.

In one study, researchers gave a group of people a choice between a mug or a chocolate bar as a gift, and the group split about fifty-fifty in which they chose. A second group received a mug each as a gift to keep. They then had the option of swapping the mug for a chocolate bar – only 11 percent took that offer. You might wonder if there was something special about the mug over the chocolate bar, but when the gift was reversed for a second group, only 10 percent wanted to exchange their chocolate for the mug. In the latter two groups, an overwhelming number of people didn’t want to part with something simply because they considered it to be theirs.

We shape new facts to fit what we already know.

Biased interpretation is the root of the confirmation bias we discussed previously. It’s when we rely on our existing beliefs so much that we even take new, conflicting data and shape it to fit the story we’re telling ourselves instead of being objective.

For example, when the author was pregnant with her first child, she happened to read an article in Nature about how babies exposed to any light while sleeping were found to be five times more likely to develop nearsightedness. With that, she crossed night-light off her nursery shopping list.

We rarely understand perspectives outside of our own.

The research on how poorly people pick up nuances in tone may frighten you. In one study, friends paired off, with each writing a series of single-sentence emails which they then sent to one another. Some of the sentences were sarcastic. Others were serious. The recipients then had to determine which were which. The results? Their perceptions were accurate only half the time. While these sets of friends perceived the messages accurately when delivered verbally, other studies on ambiguity in verbal communication show significant confusion, even among people who knew one another well.

We have misunderstandings all the time, even with the best intentions and with people we know well. That’s because, despite a desire to see others’ perspectives, research shows we’re really bad at it. When we assume too much familiarity in our communications, things quickly go awry.

We prefer to settle for less now instead of waiting for more later.

If someone offered you $340 now or $350 in six months, which would you choose? If you’re like most people, you’ll go for the $340 now. What if we up that offer to $390 in six months versus $340 now? Even then, most people would go for the immediate reward instead of the promise of $50 more later.

These are typical tests and results that show how we so easily blow off delayed gratification, even in instances where it makes more sense rationally to wait. Take the second question, where many people justify taking the lower amount now by reasoning they could invest the money to make more than the $50 increase. Or, they say some major event between now and six months could prevent them from getting the money. But no market investment in a normal economy has a higher rate of return than the promised increase over that time, and most other events also are unlikely. Yet research proves we still cling to that reasoning, at least when the differences are relatively small.

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Worum geht es in Thinking 101?

Thinking 101 (2022) asserts that by understanding and overcoming thinking biases, we can better solve or even avoid most problems, from everyday conflicts to larger societal issues.

Wer Thinking 101 lesen sollte

Problem solvers interested in thinking differently
People who want to understand the actions and motivations of others
Students or other academics interested in cognitive psychology

Über den Autor

Author Woo-kyoung Ahn is the John Hale Whitney Professor of Psychology at Yale University, where she created and teaches a course called Thinking, It’s one of the university’s most popular undergraduate classes.

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