Blink: The Power of Thinking Without Thinking is Malcolm Gladwell's second book. It presents in popular science format research from psychology and behavioural economics on the adaptive unconscious: mental processes that work rapidly and automatically from relatively little information

1. 200620
GAMBAR COVER BUKU/
GAMBAR PENDUKUNG LAIN
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BOOKCLUB
BLINK
Chapter 3-5

2. INTRODUCTION
1 The Theory of Thin Slices
How a Little Bit of Knowledge Goes a Long Way
2 The Locked Door
The Secret Life of Snap Decisions
3 The Warren Harding Error
Why We Fall For Tall, Dark, and Handsome Men
4 Paul Van Riper’s Big Victory
Creating Structure for Spontaneity
5 Kenna’s Dilemma
The Right and Wrong - Way to Ask People What They Want
6 Seven Second in the Bronx
The Delicate Art of Mind Reading
CONCLUSION

3. CHAPTER 3
THE WARREN
HARDING ERROR
Why We Fall For Tall, Dark, and Handsome Men

4. INTRODUCTION: The Warren Harding Error
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In 1899, two men had an
important meeting. The first
man was Harry Daugherty a
lawyer and well-known political
“fixer” and the second was
Warren Harding at the time, a
newspaper editor from Marion,
Ohio, and a candidate for the
Ohio state senate. Daugherty
was impressed with Harding’s
charisma and handsome face
indeed, he was so impressed
that he suggested that Harding
would make a great president.

5. INTRODUCTION: The Warren Harding Error
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How to avoid committing this error
+ Fight against basing your
actions and impressions
solely based on physical
appearance
+ Remember that first
impressions are generated by
your experiences and
environment
+ Acknowledge the power that
first impressions have on your
life.
+ Take active steps to manage
and control your first
impressions.

6. CHAPTER 3. THE WARREN HARDING ERROR: The Dark of Thin Slicing
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7. CHAPTER 3. THE WARREN HARDING ERROR: Blink in Black and White
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Conscious level:
Attitudes which are our
stated values and which
are used to direct
behaviour deliberately.
Unconscious level:
The immediate, automatic
associations that tumble
out before you have time
to think.

8. CHAPTER 3. THE WARREN HARDING ERROR: Blink in Black and White
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+ Developed by Greenwald,
Banaji and Nozek
+ Measures a person’s attitude
on an unconscious level
+ Looks at your immediate and
automatic associations that
occur before you get the time
to think
+ Unconscious attitudes do not
always equal or are not
always compatible with
conscious values
+ Attitudes towards gender or
race may be different on both
levels.

9. CHAPTER 3. THE WARREN HARDING ERROR:Taking care of the customer
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You can't be prejudiced against people in this business, "he said
repeatedly when we met, and every time he used that sentence, his
face looked very sure." Pre-judgment is the kiss of death. You have
to give the best to everyone. -Bob Golomb

10. CHAPTER 3. THE WARREN HARDING ERROR: Spotting the sucker
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One interpretation of the
Ayres study is that the car
sales talkers only make a
comprehensive decision that
women and black people are
lay people.
They see someone who is not
a white man and think to
themselves, "Aha! This
person is so stupid and naive
that I can make a lot of
money from them." However,
this explanation does not
make sense.

11. CHAPTER 3. THE WARREN HARDING ERROR: Think about Dr. King
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12. CHAPTER 4
Paul Van Riper's
Big Victory
Creating Structure for Spontaneity

13. Paul Van Riper's Big Victory: INTRODUCTION
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How improvisation and snap
judgments can be important
elements of success.
Paul van riper is a charismatic,
intensely fair commander who
sometimes took dangerous risks
with his soldiers, but who was
willing to risk his own life for the
good of his company.

14. Paul Van Riper's Big Victory: One Morning In The Gulf
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The Millennium Challenge is a
good illustration of how perfect
information and careful
considerations of the evidence
aren’t always useful components
of military strategy
There are times when perfect
information can interfere with
the decision-making process.

15. Paul Van Riper's Big Victory: The Structure of Spontaneity
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Certain rules govern
spontaneous behavior and can
provide the proper environment
for it to best arise and function.
There is a big difference between
spontaneity and randomness.
Randomness is chaotic, muddled, and by
definition impossible to plan.
Spontaneity, on the other hand, can be
rehearsed and trained for.
spon·ta·ne·ous
/spänˈtānēəs/
performed or occurring as a result of a
sudden inner impulse or inclination and
without premeditation or external stimulus

16. Paul Van Riper's Big Victory: The Perils of Introspection
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The conscious and unconscious
parts of the mind occupy two
different “territories,” and when
one part of the mind intrudes on
the other, problems arise.
In the heat of the moment
(whether in a fire or on the
battlefield) people rarely have the
time to consider all the evidence
fully. Therefore, the best course
of action is often to make a “gut
decision.”

17. Paul Van Riper's Big Victory: A Crisis In The ER
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Doctors and nurses only have a
short time to decide whether a
patient has heart disease (or any
other condition) or not, and the
consequences of a bad diagnosis
are obviously enormous.
The strategy of Reilly and
Goldman is basically to put the
idea of “thin-slicing” into practice—
but on purpose, and in often life-
or-death situations.

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Lee Goldman
American cardiologist and
educator at Columbia University

19. Paul Van Riper's Big Victory: When Less Is More
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Know very little to find the
underlying signature of a
complex phenomenon.
Truly successful decision
making relies on a balance
between deliberate and
instinctive thinking. In good
decision making, frugality
matters
it can be dangerous to incorporate
too much information into one’s
decision, because excessive
information interferes with intuition

20. Paul Van Riper's Big Victory: Millenium Challenge, Part Two
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There’s always an element of randomness and
spontaneity in warfare.

21. CHAPTER 5
KENNA’S
DILEMMA
The Right and Wrong - Way to Ask People What They Want

22. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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This crux of what this chapter
discusses is how test
audiences, polls, and expert
opinion can differ
enormously.
The prime issue for Kenna, was that
his music is difficult to categorize,
hard to place into a specific Genre.
And so he sadly became another
perfect example of how the music
industry can stall the potential career
of an amazingly talented artist.
www.youtube.com/watch?v=lgAbRgCSaXE

23. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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The act of explaining one’s
tastes, instincts, and
intuitive decisions
sometimes interferes with
the decisions themselves.
Therefore, there seems to be an
inherent problem with polls—in
which laypeople are often asked
to explain their intuitions about new
products.
Sometimes... you just need to take
the polls with a grain of salt since
people can’t always explain what
they want.

24. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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“New Coke” is a notorious
example of an unsuccessful
product—it was one of the
biggest flops in the history of
business.
New Coke is also an example of the
pitfalls of polling and audience
testing. Even after all the research
indicated that the Coca-Cola
Company should redesign their
soda, the resulting product, New
Coke, wasn’t popular at all.

25. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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The “Pepsi Challenge” was
intrinsically wrong. It was
designed for participants to
sip a small amount of both
Coke and Pepsi...
Studies found that people preferred
a small amount of Pepsi (which is
slightly sweeter than Coke) but
prefer a large amount of Coke…
All it did was suggest that, when
blindfolded, people preferred a
small amount of Pepsi to the same
amount of Coke.

26. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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Louis Cheskin’s success as
an advertiser is notable
because it proves that people
don’t always know what they
want... they have to be told.
Cheskin tried to find a way to market
margarine - which, at the time, was a
highly unpopular product, viewed as
a cheap substitute for butter.
Due to sensation transference, a
fancy term for the unconscious
assessment people make about a
product based on how the item
looks, not on the actual item itself.
Louis gained success.

27. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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Cheskin’s research into
marketing and packaging
has been very influential,
inspiring hundreds of
companies to revamp their
products.
Once a new package or
advertisement is proven to be
successful, many other companies
will try to imitate that package or ad.
Hence the sudden popularity of
semi-realistic food mascots.

28. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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It could be argued that
Cheskin’s advertising
techniques are dishonest.
People decide how a product
tastes based not only on its
taste but also on how it looks
and how it triggers memories
and feelings.
Therefore, it would be foolish
for a company to ignore all the
non-gustatory elements of
food.

29. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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Coke focused too much on
the literal taste of the product
and not enough on the
overall Coke “brand.”
Perhaps the same is true of Kenna’s
career - when marketers tested
Kenna’s songs, they focused too
much on the songs, and not enough
on marketing Kenna.

30. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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The Aeron chair is an excellent
example of a new, different
product - altogether unlike any
other product on the market.
Like many new, different products, the
Aeron chair “tested” poorly - test
audiences had never experienced
anything like it before, partly for this
reason…
...they concluded that it was awful.

31. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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We should not ask laypeople
to explain their hunches and
snap judgments, for fear of
interfering with the processes
of the adaptive unconscious.
However, there are some rare kinds
of people - highly trained experts -
who can articulate the reasoning
underlying their snap judgments.
Civille and Heylmun are paid to
articulate why they do or don’t enjoy
certain foods.

32. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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Most of the time the
rational, conscious mind
interferes with people’s
snap judgments. But some
people - trained experts -
can articulate their tastes
and snap judgments.
One of the basic problems with
polls is that they force laypeople to
behave like experts - they make
people articulate why they do or
don’t like something.

33. CHAPTER 5. KENNA’S DILEMMA: THE SCIENCE OF POLLING
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Kenna never managed to
get his singles played on
Top 40 radio, because test
audiences didn’t like them.
In short, the experts loved
Kenna.
But average people, when asked
to explain their feelings about
Kenna’s music, were unable to
articulate their thoughts…
As a result, his career has never
really taken off.

34. THANK YOU
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