Thinking, Fast and Slow Buchzusammenfassung - das Wichtigste aus Thinking, Fast and Slow

Einleitung anhören

00:00

Zusammenfassung von Thinking, Fast and Slow

Name: Thinking, Fast and Slow
Rating: 4.5 (4297 reviews)
Author: Daniel Kahneman

Daniel Kahneman

Intuition or deliberation? Where you can (and can't) trust your brain

4.5 (4297 Bewertungen)

28 Min.

Themen

Erfolg Lernen

Inhaltsübersicht

Thinking, Fast and Slow
in 12 Kernaussagen verstehen

Audio & Text in der Blinkist App

Kernaussage 1 von 12

Of two minds: how our behavior is determined by two different systems – one automatic and the other considered.

There is a compelling drama going on in our minds, a filmlike plot between two main characters with twists, dramas and tensions. These two characters are the impulsive, automatic, intuitive System 1, and the thoughtful, deliberate, calculating System 2. As they play off against each other, their interactions determine how we think, make judgments and decisions, and act.

System 1 is the part of our brain that operates intuitively and suddenly, often without our conscious control. You can experience this system at work when you hear a very loud and unexpected sound. What do you do? You probably immediately and automatically shift your attention toward the sound. That’s System 1.

This system is a legacy of our evolutionary past: there are inherent survival advantages in being able to make such rapid actions and judgments.

System 2 is what we think of when we visualize the part of the brain responsible for our individual decision-making, reasoning and beliefs. It deals with conscious activities of the mind such as self-control, choices and more deliberate focus of attention.

For instance, imagine you’re looking for a woman in a crowd. Your mind deliberately focuses on the task: it recalls characteristics of the person and anything that would help locate her. This focus helps eliminate potential distractions, and you barely notice other people in the crowd. If you maintain this focused attention, you might spot her within a matter of minutes, whereas if you’re distracted and lose focus, you’ll have trouble finding her.

As we'll see in the following blinks, the relationship between these two systems determines how we behave.

The lazy mind: how laziness can lead to errors and affect our intelligence.

To see how the two systems work, try solving this famous bat-and-ball problem:

A bat and ball cost $1.10. The bat costs one dollar more than the ball. How much does the ball cost?

Autopilot: why we are not always in conscious control of our thoughts and actions.

What do you think when you see the word fragment “SO_P”? Probably nothing. What if you first consider the word “EAT”? Now, when you look again at the word “SO_P,” you would probably complete it as “SOUP.” This process is known as priming.

We’re primed when exposure to a word, concept or event causes us to summon related words and concepts. If you had seen the word “SHOWER” instead of “EAT” above, you probably would’ve completed the letters as “SOAP.”

Snap judgments: how the mind makes quick choices, even when it lacks enough information to make a rational decision.

Imagine you meet someone named Ben at a party, and you find him easy to talk to. Later, someone asks if you know anybody who might want to contribute to their charity. You think of Ben, even though the only thing you know about him is that he is easy to talk to.

In other words, you liked one aspect of Ben’s character, and so you assumed you would like everything else about him. We often approve or disapprove of a person even when we know little about them.

Heuristics: how the mind uses shortcuts to make quick decisions.

Often we find ourselves in situations where we need to make a quick judgment. To help us do this, our minds have developed little shortcuts to help us immediately understand our surroundings. These are called heuristics.

Most of the time, these processes are very helpful, but the trouble is that our minds tend to overuse them. Applying them in situations for which they aren’t suited can lead us to make mistakes. To get a better understanding of what heuristics are and what mistakes they can lead to, we can examine two of their many types: the substitution heuristic and the availability heuristic.

No head for numbers: why we struggle to understand statistics and make avoidable mistakes because of it.

How can you make predictions on whether certain things will happen?

One effective way is to keep the base rate in mind. This refers to a statistical base, which other statistics rely on. For example, imagine a large taxi company has 20 percent yellow cabs and 80 percent red cabs. That means the base rate for yellow taxi cabs is 20 percent and the base rate for red cabs is 80 percent. If you order a cab and want to guess its color, remember the base rates and you will make a fairly accurate prediction.

Past imperfect: why we remember events from hindsight rather than from experience.

Our minds don’t remember experiences in a straightforward way. We have two different apparatuses, called memory selves, both of which remember situations differently.

First, there is the experiencing self, which records how we feel in the present moment. It asks the question: “How does it feel now?”

Mind over matter: how adjusting the focus of our minds can dramatically affect our thoughts and behaviors.

Our minds use different amounts of energy depending on the task. When there’s no need to mobilize attention and little energy is needed, we are in a state of cognitive ease. Yet, when our minds must mobilize attention, they use more energy and enter a state of cognitive strain.

These changes in the brain’s energy levels have dramatic effects on how we behave.

Taking chances: the way probabilities are presented to us affects our judgment of risk.

The way we judge ideas and approach problems is heavily determined by the way they are expressed to us. Slight changes to the details or focus of a statement or question can dramatically alter the way we address it.

A great example of this can be found in how we assess risk.

Not robots: why we don't make choices based purely on rational thinking.

How do we as individuals make choices?

For a long time, a powerful and influential group of economists suggested that we made decisions based purely on rational argument. They argued that we all make choices according to utility theory, which states that when individuals make decisions, they look only at the rational facts and choose the option with the best overall outcome for them, meaning the most utility.

Gut feeling: why rather than making decisions based solely on rational considerations, we are often swayed by emotional factors.

If utility theory doesn’t work, then what does?

One alternative is prospect theory, developed by the author.

False images: why the mind builds complete pictures to explain the world, but they lead to overconfidence and mistakes.

In order to understand situations, our minds naturally use cognitive coherence; we construct complete mental pictures to explain ideas and concepts. For example, we have many images in our brain for the weather. We have an image for, say, summer weather, which might be a picture of a bright, hot sun bathing us in heat.

As well as helping us to understand things, we also rely on these images when making a decision.

Du möchtest die gesamte Zusammenfassung von Thinking, Fast and Slow sehen?

Kernaussagen in Thinking, Fast and Slow

Mehr Wissen in weniger Zeit

Sachbücher auf den Punkt gebracht

Kernaussagen aus Sachbüchern in ca. 15 Minuten pro Titel lesen & anhören mit den „Blinks”

Zeitsparende Empfehlungen

Titel, die dein Leben bereichern, passend zu deinen Interessen und Zielen

Podcasts in Kurzform ^Neu

Kernaussagen wichtiger Podcasts im Kurzformat mit den neuen „Shortcasts”

Worum geht es in Thinking, Fast and Slow?

Thinking, Fast and Slow (2011) – a recapitulation of the decades of research that led to Kahneman's winning the Nobel Prize – explains his contributions to our current understanding of psychology and behavioral economics. Over the years, the research of Kahneman and his colleagues has helped us better understand how decisions are made, why certain judgment errors are so common, and how we can improve ourselves.

A note to readers: this Blink was redone especially for audio. This is the reason why the text version might differ from the audio version. If you’re trying to decide whether to listen or to read, we highly recommend listening!

Bestes Zitat aus Thinking, Fast and Slow

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

—Daniel Kahneman

Wer Thinking, Fast and Slow lesen sollte

Anyone interested in the human mind
People curious about how we make judgments
Students of psychology and behavioral economics

Über den Autor

Daniel Kahneman, PhD, won the Nobel Prize in Economics in 2002. He is the Senior Scholar at the Woodrow Wilson School of Public and International Affairs, Professor of Psychology and Public Affairs Emeritus at the Woodrow Wilson School, Eugene Higgins Professor of Psychology Emeritus at Princeton University, and a fellow of the Center for Rationality at the Hebrew University in Jerusalem.

Kategorien mit Thinking, Fast and Slow

Psychologie

Ähnlich wie Thinking, Fast and Slow

Talking to Strangers

Malcolm Gladwell

What We Should Know about the People We Don’t Know

An Easy & Proven Way to Build Good Habits & Break Bad Ones

The Bulletproof Plan to Age Backward and Maybe Even Live Forever

Timeless Stoic and Buddhist philosophy

33 min

4.6

The Subtle Art of Not Giving a F*ck

Mark Manson

A Counterintuitive Approach to Living a Good Life

A Brief History of Humankind

28 min

4.4

Emotional Intelligence

How to Think and Act Like the Most Successful and Highest-Paid People in Every Field

A Flaw in Human Judgment

19 min

4.4

13 Things Mentally Strong People Don't Do

Amy Morin

Take Back Your Power, Embrace Change, Face Your Fears and Train Your Brain for Happiness and Success

The New Psychology of Success

The Psychology of Persuasion

33 min

4.6

Never Split the Difference (New Version)

Chris Voss and Tahl Raz

Negotiating As If Your Life Depended On It

19 min

4.5

The 7 Habits of Highly Effective People

Stephen R. Covey

Powerful Lessons in Personal Change

Why We Do What We Do in Life and Business

The Power of Knowing What You Don't Know

22 min

4.6

The Psychology of Money

Morgan Housel

Timeless Lessons on Wealth, Greed, and Happiness

A Daring Strategy to Change How We Live, Lead, and Love

The Power of Self-Discipline

17 min

4.2

The Greatness Mindset

Lewis Howes

Unlock the Power of Your Mind and Live Your Best Life Today

16 min

4.3

7 Strategies for Wealth & Happiness

Jim Rohn

Power Ideas from America's Foremost Business Philosopher

The Art of Debating, Persuading, and Public Speaking

Escape 9–5, Live Anywhere, and Join the New Rich

28 min

4.2

The Great Mental Models

Shane Parrish and Rhiannon Beaubien

General Thinking Concepts

The Official Unrepentant, Ass-Kicking, No-Kidding, Change-Your-Life Sidekick to Unfu*k Yourself

The secrets of 40 millionaires' wealth, revealed

The Power of Introverts in a World that Can’t Stop Talking

Create a Life You Really Love with Less Stress and More Flow

16 min

4.3

Breaking The Habit of Being Yourself

Joe Dispenza

How to Lose Your Mind and Create a New One

16 min

4.6

Zero to One (New Version)

Peter Thiel with Blake Masters

Notes on Startups, or How to Build The Future

A Common Sense Guide to the Economy

20 min

4.5

Predictably Irrational

Dan Ariely

The Hidden Forces That Shape Our Decisions

Be a Kickass Boss Without Losing Your Humanity

29 min

4.6

The Fine Art Of Small Talk

Debra Fine

How To Start a Conversation, Keep It Going, Build Networking Skills – and Leave a Positive Impression!

19 min

4.1

The Black Swan

Nassim Nicholas Taleb

The Impact of the Highly Improbable

The Secret to Achieving More with Less

18 min

4.4

The Intelligent Investor

Benjamin Graham and comments by Jason Zweig

The Definitive Book on Value Investing

21 min

4.4

The Happiness Hypothesis

Jonathan Haidt

Putting Ancient Wisdom and Philosophy to the Test of Modern Science

Why Some People See Things Clearly and Others Don't

What to Say to Get Your Way

17 min

4.6

Search Inside Yourself

Chade-Meng Tan

The Unexpected Path to Achieving Success, Happiness (and World Peace)

Why We Fall For It . . . Every Time

Four Simple Choices to Scale Your Impact

How to Root Out Bias, Prejudice, and Bullying to Build a Kick-ass Culture of Inclusivity

Rules for Focused Success in a Distracted World

9 min

4.3

Who Will Cry When You Die?

Robin Sharma

Life Lessons from the Monk Who Sold His Ferrari

Overcome Common Pitfalls and Create Effective Marketing

21 Great Ways to Stop Procrastinating and Get More Done in Less Time

13 min

4.4

❤️ für Blinkist️️️

Ines S.

Ich bin begeistert. Ich liebe Bücher aber durch zwei kleine Kinder komme ich einfach nicht zum Lesen. Und ja, viele Bücher haben viel bla bla und die Quintessenz ist eigentlich ein Bruchteil.

Genau dafür ist Blinkist total genial! Es wird auf das Wesentliche reduziert, die Blinks sind gut verständlich, gut zusammengefasst und auch hörbar! Das ist super. 80 Euro für ein ganzes Jahr klingt viel, aber dafür unbegrenzt Zugriff auf 3000 Bücher. Und dieses Wissen und die Zeitersparnis ist unbezahlbar.

Ekaterina S.

Extrem empfehlenswert. Statt sinnlos im Facebook zu scrollen höre ich jetzt täglich zwischen 3-4 "Bücher". Bei manchen wird schnelle klar, dass der Kauf unnötig ist, da schon das wichtigste zusammen gefasst wurde..bei anderen macht es Lust doch das Buch selbständig zu lesen. Wirklich toll

Nils S.

Einer der besten, bequemsten und sinnvollsten Apps die auf ein Handy gehören. Jeden morgen 15-20 Minuten für die eigene Weiterbildung/Entwicklung oder Wissen.

Julia P.

Viele tolle Bücher, auf deren Kernaussagen reduziert- präzise und ansprechend zusammengefasst. Endlich habe ich das Gefühl, Zeit für Bücher zu finden, für die ich sonst keine Zeit habe.