Malcolm Gladwell's book "Blink" discusses how snap judgments and first impressions, formed in the blink of an eye, can be as accurate as decisions reached through careful analysis and research. The book is divided into chapters exploring concepts like thin-slicing, priming, and relationships. While "Blink" shows how intuition can guide consequential decisions, it fails to fully prove its theories and draws some hasty conclusions beyond the author's expertise.

1. REVIEWING MALCOLM GLADWELL’S
BLINK:
THE POWER OF
THINKING WITHOUT
THINKING
COHORT NINE

2. Waheed Alao
Uduak Okpanefe
Yetunde Adebiyi
Godwin Abii-Ndoh
Imaobong Ekanem
Keke Nweledim
Adedayo Alimi
Members

3. STRENGTHS AND FLAWS
WHAT WE THINK WE KNOW
WHEN WE BECOME FORCED TO BLINK
RELATIONSHIPS AND OUR SUBCONSCIOUS
PRIMING
BLINKING IN BUSINESS
THIN-SLICING
AN OVERVIEW OF BLINK
ABOUT THE AUTHOR
AGENDA

4. ABOUT THE AUTHOR

5. Malcolm Gladwell was born in Fareham,
Hampshire, England on September 3, 1963 to
Graham Gladwell, a British mathematics
professor and Joyce, a Jamaican psychotherapist
As a teenager, Malcolm was an exceptional
middle-distance runner
He graduated with a degree in History from University of
Toronto, Trinity College, Toronto in 1984
He is the author of four other books: The Tipping
Point, Outliers, What Others Saw: and Other
Adventures, and David and Goliath,
Gladwell is also a speaker and has worked as a staff writer
for The New Yorker magazine since 1996
His works deal with research in
the areas of psychology, social
psychology and sociology
Malcolm Gladwell appeared on the Time Magazine’s 100 most influential people

6. AN OVERVIEW OF BLINK

7. Blink is a non-fiction book with seven
chapters. Its paperback edition consists
of 320 pages
Blink is written in a scientific, yet conversational
style and is aimed at the broadest possible
audience
Gladwell describes the main subject of his book as "thin-slicing":
the ability to use limited information from a very narrow period
of experience to come to a conclusion. He suggests that
spontaneous decisions are often as good as—or even better
than—carefully planned and considered ones
Gladwell sets himself three tasks:
 to convince the reader that these snap judgments can
be as good or better than reasoned conclusions,
 to discover where and when rapid cognition proves a
poor strategy, and
 to examine how the rapid cognition's results can be
improved.

8. Gladwell says snap decision-making can make you better at
your job, improve your relationships and unlock new worlds
of understanding.
CEOs, managers, employees and consumers often make bad
choices because they’ve been given too little information, and
other times because they have too much.

9. THIN-SLICING

10. The term explains how we can make very quick inferences about
the state, characteristics or details of an individual or situation
with minimal amounts of information.
The Statue that Did Not
Look Right
A story about how a simple
hunch emerged victorious
over months of research
Getting to Know you Without Actually Meeting You
An experiment on learning about strangers’ traits either
through short or lengthy information gathering
Cohort Nine

11. BLINKING IN BUSINESS

12. CEOs Race to Reach Greater Heights
A survey that proves how features like
height and race influence how we perceive
people
When Pepsi had Coca-Cola Trembling in Their
Pants
In the 1980s, Pepsi’s sales figures began to catch
up with CocaCola’s. How did Coca-Cola
respond?
All Na Packaging!
How elements like packaging, branding, colour and
aesthetics are as important as the products themselves.

13. PRIMING

14. Are We Smart Because
We Think We Are?
An experiment about how
seemingly harmless
questionnaires influence
academic performance
Let’s Play the Word
Game
Can an otherwise
random series of words
influence the way we
behave?

15. RELATIONSHIPS AND OUR
SUBCONSCIOUS

16. The Which-Couples-Will-Stay-Married Game
How one can accurately predict the outcome of
a couple’s relationship by merely watching them
interact for 15 minutes.
The Four Horsemen
 Defensiveness
 Stonewalling
 Criticism
 Contempt

17. WHEN WE ARE FORCED TO BLINK

18. Diallo Diallo.. Why Amadou Diallo Was Killed
How things can go tragically wrong in moments where we become forced
to make snap decisions.
The Man Who Didn’t Pull the Trigger
How experience helps us thin-slice better

19. WHAT WE THINK WE KNOW

20. What’s Your Ideal Kind of Man?
How women often contradict themselves
in their dating habits
Or…
This?
This?
Stereotypes, Prejudice and the Power of
First Impressions
How these reveal themselves eventually,
even though we often staunchly deny
them.

21. FLAWS

22.  Blink was too hasty in drawing inferences from its illustrations and experiments.
 Gladwell drew too many conclusions from a variety of fields where he had no real expertise
 Blink failed to truly analyze or prove many of the theories it promotes
 Although Blink emphasizes the importance of experience in employing intuition efficiently,
it still often comes across as contradictory and implausible in its theory of thin-slicing
 In terms of structure, Blink often failed to distinguish clearly between the subject matter of its
chapters

23. THANK YOU!