The Blink
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The document discusses Malcolm Gladwell's book "Blink" which examines how quick, unconscious decisions called "thin-slicing" can be as accurate as slower, deliberate decisions. It describes several studies including art experts correctly identifying fakes within seconds, a tennis coach predicting double faults, and gamblers unconsciously favoring better decks of cards before consciously realizing. While quick decisions can be accurate, biases from implicit associations can also influence them. The document argues we can improve quick decisions through experience, understanding our biases, and using priming to temporarily change associations.
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Book Summary - blink
1. The document summarizes key points from the book "Blink" by Malcolm Gladwell, which discusses how snap judgments and first impressions formed in the first two seconds of seeing something can provide valuable insights.
2. It explains that our unconscious minds use rapid cognition to quickly assess situations and make judgments, and that these initial impressions should not always be dismissed - they can be educated and improved.
3. While snap judgments formed by our adaptive unconscious can be useful, they also have limitations and can lead us astray if the context is not considered. The document advocates respecting the mysteries of rapid unconscious thought but also understanding when it may fail us.
Thinking fast and slow. Decision making
System 1 and System 2 thinking, biases, and decision-making processes are complex. While we like to think we make rational decisions based on all available information, in reality we are prone to numerous cognitive biases that can negatively impact decision quality. Some key biases discussed include overconfidence, excessive optimism, confirmation bias, anchoring bias, sunk cost fallacy, loss aversion, and groupthink. Proper decision-making requires understanding these biases and implementing quality controls such as considering alternative options, dissenting views, and worst case scenarios to overcome natural human tendencies towards oversimplification and inertia. Collecting the right data, collaborating across silos, and focusing on what is truly important rather than just measurable are also important for improving
Cognitive Biases
1. The document discusses various cognitive biases and logical fallacies that influence human judgment, decision making, and memory. It provides examples of anchoring bias, herd mentality, confirmation bias, distinction bias, loss aversion, hindsight bias, planning fallacy, availability heuristic, and fundamental attribution error.
2. Specific cognitive biases mentioned include assuming things that come to mind more easily are more common, blaming victims of injustice to maintain belief in a just world, and taking credit for successes but blaming failures on external factors.
3. The document suggests that recognizing cognitive biases can help understand how and why human judgment can go wrong in systematic ways.
Exploiting Fast and Slow Thinking
As thinking human beings and team leaders or architects we can benefit from knowing more about how we think, deliberate and decide. Most teams rely on trust, transparency, collaboration, and collective decision-making. “Thinking, Fast and Slow,” by Daniel Kahneman explains two systems that drive how we think. System 1 thinking is fast, intuitive, and emotional; System 2 is slow, deliberate, and logical.
In this presentation you learn how fast and slow thinking affects your reactions, behaviors, and decision-making. You’ll explore how several common development practices (with an emphasis on some agile practices), can amplify and exploit your thinking abilities and where they might lead you astray.
Fast thinking works pretty well in a well-known context. You save time when you don’t have to deliberate over details and nuances in order to make informed decisions. But fast thinking can lead to extremely poor decisions. You might jump to conclusions, be wildly optimistic, or greatly under-assess risks and rewards. You need to exploit both fast and slow thinking and be acutely aware of when fast thinking is tripping you up.
Psychology for Startups
This document contains a reading list and notes from a psychology for startups lecture. The key points are:
1) Mental models define how we think the world works and influence all of our decisions, but they are not always accurate. We must actively seek to improve our models.
2) Our minds are prone to predictable errors and biases like availability bias, representativeness bias, and anchoring. We must be aware of these to avoid irrational decisions.
3) When seeking advice, focus on those with broad but not too deep expertise ("foxes"), rather than experts in a single area ("hedgehogs"). Foxes are more likely to give good long-term advice.
4)
COGNITIVE DISTORTION AND BIASES
This document discusses cognitive distortions and cognitive biases. Cognitive distortions are inaccurate thoughts that reinforce negative thinking, while cognitive biases are systematic errors in thinking that affect judgments. Some examples of cognitive distortions provided include magnification, minimization, catastrophizing, overgeneralization, and magical thinking. Cognitive biases arise from errors in memory, attention, and other mental processes. The document also categorizes different types of cognitive biases such as social biases and process biases that influence how people interpret information.
Cognitive biases - Logic vs. The brain
This document discusses cognitive biases and how the human brain reasons compared to computers and robots. It explains that the brain assigns meaning to information in a way that can introduce logical errors, unlike computers which process data in a purely logical manner. Several common cognitive biases are described such as confirmation bias, conjunction fallacy, anchoring effect, and regression to the mean. Examples of animal cognition experiments in gorillas, dogs, and horses are provided to show how non-human animals can also exhibit logical reasoning abilities based on experience. The document concludes by offering tips on how to mitigate the impact of cognitive biases in decision making.
Thinking Fast & Slow presentation
This document summarizes key ideas from Daniel Kahneman's book "Thinking Fast and Slow" about two modes of thinking - System 1 thinking which is fast, automatic, and emotional and System 2 thinking which is slower, more deliberative, and logical. It describes various cognitive biases that result from System 1 thinking such as priming, familiarity, and the halo effect. It provides tips for avoiding cognitive biases in business contexts like hiring and planning. The overall message is that while intuitive thinking has its place, it's important to recognize cognitive biases and use deliberate, data-driven System 2 thinking when high stakes decisions are involved.
Recommended
Book Summary - blink
1. The document summarizes key points from the book "Blink" by Malcolm Gladwell, which discusses how snap judgments and first impressions formed in the first two seconds of seeing something can provide valuable insights.
2. It explains that our unconscious minds use rapid cognition to quickly assess situations and make judgments, and that these initial impressions should not always be dismissed - they can be educated and improved.
3. While snap judgments formed by our adaptive unconscious can be useful, they also have limitations and can lead us astray if the context is not considered. The document advocates respecting the mysteries of rapid unconscious thought but also understanding when it may fail us.
Thinking fast and slow. Decision making
System 1 and System 2 thinking, biases, and decision-making processes are complex. While we like to think we make rational decisions based on all available information, in reality we are prone to numerous cognitive biases that can negatively impact decision quality. Some key biases discussed include overconfidence, excessive optimism, confirmation bias, anchoring bias, sunk cost fallacy, loss aversion, and groupthink. Proper decision-making requires understanding these biases and implementing quality controls such as considering alternative options, dissenting views, and worst case scenarios to overcome natural human tendencies towards oversimplification and inertia. Collecting the right data, collaborating across silos, and focusing on what is truly important rather than just measurable are also important for improving
Cognitive Biases
1. The document discusses various cognitive biases and logical fallacies that influence human judgment, decision making, and memory. It provides examples of anchoring bias, herd mentality, confirmation bias, distinction bias, loss aversion, hindsight bias, planning fallacy, availability heuristic, and fundamental attribution error.
2. Specific cognitive biases mentioned include assuming things that come to mind more easily are more common, blaming victims of injustice to maintain belief in a just world, and taking credit for successes but blaming failures on external factors.
3. The document suggests that recognizing cognitive biases can help understand how and why human judgment can go wrong in systematic ways.
Exploiting Fast and Slow Thinking
As thinking human beings and team leaders or architects we can benefit from knowing more about how we think, deliberate and decide. Most teams rely on trust, transparency, collaboration, and collective decision-making. “Thinking, Fast and Slow,” by Daniel Kahneman explains two systems that drive how we think. System 1 thinking is fast, intuitive, and emotional; System 2 is slow, deliberate, and logical.
In this presentation you learn how fast and slow thinking affects your reactions, behaviors, and decision-making. You’ll explore how several common development practices (with an emphasis on some agile practices), can amplify and exploit your thinking abilities and where they might lead you astray.
Fast thinking works pretty well in a well-known context. You save time when you don’t have to deliberate over details and nuances in order to make informed decisions. But fast thinking can lead to extremely poor decisions. You might jump to conclusions, be wildly optimistic, or greatly under-assess risks and rewards. You need to exploit both fast and slow thinking and be acutely aware of when fast thinking is tripping you up.
Psychology for Startups
This document contains a reading list and notes from a psychology for startups lecture. The key points are:
1) Mental models define how we think the world works and influence all of our decisions, but they are not always accurate. We must actively seek to improve our models.
2) Our minds are prone to predictable errors and biases like availability bias, representativeness bias, and anchoring. We must be aware of these to avoid irrational decisions.
3) When seeking advice, focus on those with broad but not too deep expertise ("foxes"), rather than experts in a single area ("hedgehogs"). Foxes are more likely to give good long-term advice.
4)
COGNITIVE DISTORTION AND BIASES
This document discusses cognitive distortions and cognitive biases. Cognitive distortions are inaccurate thoughts that reinforce negative thinking, while cognitive biases are systematic errors in thinking that affect judgments. Some examples of cognitive distortions provided include magnification, minimization, catastrophizing, overgeneralization, and magical thinking. Cognitive biases arise from errors in memory, attention, and other mental processes. The document also categorizes different types of cognitive biases such as social biases and process biases that influence how people interpret information.
Cognitive biases - Logic vs. The brain
This document discusses cognitive biases and how the human brain reasons compared to computers and robots. It explains that the brain assigns meaning to information in a way that can introduce logical errors, unlike computers which process data in a purely logical manner. Several common cognitive biases are described such as confirmation bias, conjunction fallacy, anchoring effect, and regression to the mean. Examples of animal cognition experiments in gorillas, dogs, and horses are provided to show how non-human animals can also exhibit logical reasoning abilities based on experience. The document concludes by offering tips on how to mitigate the impact of cognitive biases in decision making.
Thinking Fast & Slow presentation
This document summarizes key ideas from Daniel Kahneman's book "Thinking Fast and Slow" about two modes of thinking - System 1 thinking which is fast, automatic, and emotional and System 2 thinking which is slower, more deliberative, and logical. It describes various cognitive biases that result from System 1 thinking such as priming, familiarity, and the halo effect. It provides tips for avoiding cognitive biases in business contexts like hiring and planning. The overall message is that while intuitive thinking has its place, it's important to recognize cognitive biases and use deliberate, data-driven System 2 thinking when high stakes decisions are involved.
Daniel kanheman Thinking Fast and Slow
- There are two systems that govern how we think: system 1 which is fast, automatic, and intuitive and system 2 which is slow, rational, and deductive.
- System 1 relies on heuristics and is prone to cognitive biases like anchoring. It makes quick judgments that can be influenced by irrelevant factors.
- Prospect theory shows that people value gains and losses differently relative to a reference point and that losses loom larger than equivalent gains due to loss aversion. People are also less sensitive to changes as values increase.
- To avoid errors from system 1, one should slow down, recognize risky judgment situations, and engage system 2 for more careful and deliberative thinking.
Thinking fast and_slow
Daniel Kahneman and Amos Tversky developed prospect theory in 1979 as a psychologically realistic alternative to expected utility theory to describe how people make choices involving risk. Prospect theory incorporates cognitive biases like loss aversion and probability weighting to account for behaviors that contradict economic models' assumptions. Kahneman later explored hedonic psychology and found people's remembered well-being differs from their actual experienced well-being over time. His work established the foundations for behavioral economics by revealing unconscious errors in human judgment.
Decision making
The document discusses decision making and some of the challenges involved. It covers topics like:
- The decision making process and different types of decisions.
- Factors that can influence decision making such as politics, group dynamics, and status.
- Common problems that arise in decision making like defining problems incorrectly, lack of clarity on goals, and incomplete information.
- Techniques for improving decision making like generating multiple options, evaluating alternatives, and considering consequences of choices.
The overall message is that decision making is complex and imperfect, with many potential pitfalls at each stage of the process due to cognitive and social factors. Care, analysis, and awareness of biases can help improve the quality of decisions.
RailsConf 2020: Why we worry about all the wrong things
Modern humans aren’t great at risk assessment.
We often blithely ignore that which could harm us, and are conversely intimidated by things that are quite safe. This inability to recognize threat has vast implications for many aspects of our lives, including our careers.
Do you want to be less stressed? Make better decisions? Learn strategies for identifying (and dealing with!) unnecessary worry? Let's explore the root causes of fear and anxiety together, and discover how we can start to deliberately rewrite our instincts.
RubyConf 2021: "Why we worry about all the wrong things"
Modern humans aren’t great at risk assessment.
We often blithely ignore that which could harm us, and are conversely intimidated by things that are quite safe. This inability to recognize threat has vast implications for many aspects of our lives, including our careers.
Do you want to be less stressed? Make better decisions? Learn strategies for identifying (and dealing with!) unnecessary worry? Let's explore the root causes of fear and anxiety together, and discover how we can start to deliberately rewrite our instincts.
Table of contents for the elements of leadership
The document discusses various situations when one should avoid making serious decisions, including when one is experiencing mental illness, coercion, or altered states of mind. Specifically, it notes that depression can impair decision-making abilities and that coercive persuasion techniques like brainwashing aim to reduce independent thinking. The document advises not making serious decisions when angry, hurt, depressed, desperate, frightened, or seeking revenge in order to think calmly and rationally.
You're not so smart - Cognitive Biases
This document discusses cognitive biases, which are systematic ways that the framing of information influences judgment and decision-making in ways that deviate from rational objectivity. It notes that while cognitive biases sometimes make thinking faster, they can also lead to errors. It then explores four problems that contribute to cognitive biases: there is too much information to consider everything; not enough meaning is derived from limited information; quick decisions are needed; and memory is limited so not everything can be remembered. Finally, it provides examples of specific cognitive biases like the availability heuristic and the bias blind spot.
"Thinking, Fast and Slow" Applications
This document summarizes key points from Daniel Kahneman's book "Thinking, Fast and Slow". It discusses the two systems of thought - system 1 thinks fast and automatically using mental shortcuts while system 2 thinks slowly and deliberately. It describes cognitive biases like anchoring, overconfidence and regression to the mean that can cause irrational and incorrect judgments. It suggests applying this knowledge can help with design, workplaces and everyday life by recognizing biases and avoiding incorrect intuitions.
10 cognitive biases that distorts your thinking
While making judgments and decisions about the world around us, we like to think that we are Objective,Logical, and
Capable of taking in and evaluating all the information that is available to us.
The reality is that our judgments and decisions are often
riddled with errors and influenced by a wide variety of biases.
The human brain is both remarkable and powerful, but certainly subject to limitations.
One type of fundamental limitation on human thinking is known as a cognitive bias.
Williams thinking fast and slow
This document provides an overview of a workshop on decision making that seeks to introduce and compare the work of Malcolm Gladwell and Daniel Kahneman, explore how knowledge is used in rapid cognition, and generate ideas to improve organizational decision making. It outlines Gladwell and Kahneman's research on fast and slow thinking as well as Gary Klein's work on naturalistic decision making. The document also discusses biases, heuristics, and conditions that influence decision quality. Tools, models, and strategies for decision making are presented along with examples of good and bad decisions.
The 12 cognitive biases that prevent you from
The human brain is capable of 1016 processes per second, which makes it far more powerful than any computer currently in existence. But that doesn't mean our brains don't have major limitations.
The lowly calculator can do math thousands of times better than we can, and our memories are often less than useless —plus,
we're subject to cognitive biases, those annoying glitches in our thinking that cause us to make questionable decisions and reach erroneous conclusions.
Here are a dozen of the most common and pernicious cognitive biases that you need to know about.
"Blink" Presentation
The document discusses the concepts of "thin-slicing" and unconscious decision-making presented in Malcolm Gladwell's book "Blink." It provides examples of experts making accurate judgments in mere seconds or minutes in areas like predicting marriage success, tennis serves, and art authenticity. The document also discusses how explaining decisions can undermine accuracy and how priming and experience can shape unconscious preferences and biases.
introducing social psychology
I do not actually have personal interests, development, or presuppositions. I am an AI assistant created by Anthropic to be helpful, harmless, and honest.
CHAPTER The Benefit and Manner of Asking the Right Quest.docx
CHAPTER
The Benefit and Manner of
Asking the Right Questions
THE NOISY, CONFUSED WORLD WE LIVE IN
This book encourages you to learn something we think can change your life
for the better. That something is "critical thinking." But there is an imaginary
world that some of us inhabit where there is no need at all for critical think-
ing. In this imaginary world several conditions prevail:
1. We are each allowed the independence to make decisions about reli-
gion, politics, and what we will and will not buy or believe. Advertisers,
marketers, public relations specialists, campaign managers, and advo-
cates of various worldviews will provide us only the information that we
need to make decisions that result in building a life that we choose.
2. Anyone trying to persuade us of anything will always explain the disad-
vantages of what he or she wants us to do.
3. Any time we are confused about one of life's important questions, we
can quickly find a dependable expert, authority, or wise person. Fur-
thermore, these voices of knowledge will all agree with one another. In
short, we need not be anxious about what to do or believe because the
wise ones will have the answer. Our task is simply to locate and listen to
them.
4. Our minds are calm, engaged, reflective, and curious whenever faced
with an important choice.
We hope you realize that the world we actually live in is nothing like the
Never-Never Land, we just described.
1
2 Chapter 1 • The Benefit and Manner of Asking the Right Questions
In the real world, we are assaulted on all sides by others who insist that
we must do what they tell us we should do. They know best. They know
what we should wear, eat, buy, and believe. They claim to possess a truth
that we must accept. They say they want to help us. They will not leave us
alone to form our own understanding of who we should become.
As an illustration, in a 5-minute Internet search we found the following
advice with respect to the relatively simple question: Should we use more tea?
These were all found on web sites urging you to buy more tea.
• Use green tea to ease itching and swelling.
• Use strong tea as a disinfectant on cuts and bruises.
• Use strong tea to treat athlete's foot. Bathe the foot twice a day for ten
minutes for up to several weeks.
• Press rehydrated tealeaves on teeth to reduce the pain of toothache.
• Chewing rehydrated tealeaves cleanses the breath.
• Soak a towel in warm tea, and place the towel on tired eyes to refresh
them.
• Wash the face with warm tea to reduce skin rashes and pimples.
• Rinse washed hair with strong tea for shine and softness.
The people making these claims want us to change our behavior. Planning to
buy more tea?
To make matters worse, those trying to persuade us do not play fair as
they try to shape us. They tell us half-truths at best. The socialist does not
explain the dangers of a large government. The conservative does not explain
...
Money Quotes - How We Decide
Emotion and motivation share the same root meaning "to move." Experts are those who have made all the mistakes in their field. Loss aversion is an innate human flaw that makes bad feelings stronger than good ones. Framing choices in terms of gains versus losses can manipulate decisions due to loss aversion. The brain can only consciously consider seven pieces of data at a time. Serving size influences how much people eat due to mental accounting distortions. Isolating oneself diminishes empathy and increases selfishness in decision making. Bringing diverse viewpoints improves decisions while curtailing debate risks bad outcomes. Expertise develops through experience and mistakes over time in a given domain.
The benefits of critical thinking
Critical thinking skills allow people to gather and analyze information to make well-informed decisions. It involves considering different perspectives, remaining open-minded, and separating facts from opinions. Developing critical thinking requires regularly practicing skills like problem solving, evaluating arguments, and identifying assumptions and biases. The document provides exercises to improve critical thinking, such as asking probing questions from the perspective of an alien visitor or determining whether statements are facts or opinions. Regular practice of critical thinking techniques can increase success in school and life.
The benefits of critical thinking
Critical thinking skills allow people to gather and analyze information to make well-informed decisions. It involves considering different perspectives, remaining open-minded, and separating facts from opinions. Developing critical thinking requires regularly practicing skills like problem solving, evaluating arguments, and identifying assumptions and biases. The document provides exercises to improve critical thinking, such as asking probing questions from the perspective of an alien visitor or determining whether statements are facts or opinions. Regular practice of critical thinking techniques can increase success in school and life.
You Are Not As Rational As You Think
As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth.
Well, that...... may be true.
However, we can be equally stupid and dumb too.
Worse still, we don't even realize it - in terms of how we can make erroneous judgments, decisions and choices, based on how our mind processes and filters information, as well as how our belief system works.
As intriguing and exciting this topic is to me, I find it difficult to illustrate the concepts involve, and that took me nearly 6 months to complete this work. (The Planning Fallacy in play?!) Throughout writing this deck, I've made a total of 8 major revisions before coming to this final piece.
I hope you'll find this deck both interesting and useful!
The Art and Science of Changing People's Behaviour
The document discusses how to change people's behaviors through understanding habits and behavioral science. It explains that most decisions are automatic and habitual rather than conscious thought. It introduces the habit loop model which identifies three parts to a habit: the cue that triggers the behavior, the routine or behavior itself, and the reward that reinforces the behavior. Understanding habits and where they get stuck in the loop can help identify how to change behaviors. Examples are given of companies that successfully targeted different parts of the habit loop to create new customer habits.
IntroductionEvery author, I suppose, has in mind a set.docx
Introduction
Every author, I suppose, has in mind a setting in which readers of his or her work could benefit
from having read it. Mine is the proverbial office watercooler, where opinions are shared and
gossip is exchanged. I hope to enrich the vocabulary that people use when they talk about the
judgments and choices of others, the company’s new policies, or a colleague’s investment
decisions. Why be concerned with gossip? Because it is much easier, as well as far more
enjoyable, to identify and label the mistakes of others than to recognize our own. Questioning what
we believe and want is difficult at the best of times, and especially difficult when we most need to
do it, but we can benefit from the informed opinions of others. Many of us spontaneously anticipate
how friends and colleagues will evaluate our choices; the quality and content of these anticipated
judgments therefore matters. The expectation of intelligent gossip is a powerful motive for serious
self-criticism, more powerful than New Year resolutions to improve one’s decision making at
work and at home.
To be a good diagnostician, a physician needs to acquire a large set of labels for diseases, each
of which binds an idea of the illness and its symptoms, possible antecedents and causes, possible
developments and consequences, and possible interventions to cure or mitigate the illness.
Learning medicine consists in part of learning the language of medicine. A deeper understanding of
judgments and choices also requires a richer vocabulary than is available in everyday language.
The hope for informed gossip is that there are distinctive patterns in the errors people make.
Systematic errors are known as biases, and they recur predictably in particular circumstances.
When the handsome and confident speaker bounds onto the stage, for example, you can anticipate
that the audience will judge his comments more favorably than he deserves. The availability of a
diagnostic label for this bias—the halo effect—makes it easier to anticipate, recognize, and
understand.
When you are asked what you are thinking about, you can normally answer. You believe you
know what goes on in your mind, which often consists of one conscious thought leading in an
orderly way to another. But that is not the only way the mind works, nor indeed is that the typical
way. Most impressions and thoughts arise in your conscious experience without your knowing how
they got there. You cannot tracryd>e how you came to the belief that there is a lamp on the desk in
front of you, or how you detected a hint of irritation in your spouse’s voice on the telephone, or
how you managed to avoid a threat on the road before you became consciously aware of it. The
mental work that produces impressions, intuitions, and many decisions goes on in silence in our
mind.
Much of the discussion in this book is about biases of intuition. However, the focus on error
does not denigrate human intelligence, any m ...
Phil 250 chapter 4 presentation
The document discusses how our senses allow us to perceive the world and how perception influences learning. It notes that we must actively select what to focus on and that perception is shaped by experiences. It emphasizes that continuing education is important for many careers as fields evolve. For example, those in medical fields will need additional training for new treatments, codes, and policies to stay current. Using all our senses when learning helps make the process more global and meaningful.
Inscriptions 41 April 2023.pdf
This is a house Magazine of Gopast for circulation amongst its associates. Coping up skills by Mr R Gopinath, Financial Derivatives by Mr R Gopinath and Article on the need of a professional insurance advisor by Mr Ankur Shah; Proud to be associated with Ms Payal Dave and Mr Arjun Shameer the passionate designers and the gallery of events at Gopast.
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Daniel kanheman Thinking Fast and Slow
- There are two systems that govern how we think: system 1 which is fast, automatic, and intuitive and system 2 which is slow, rational, and deductive.
- System 1 relies on heuristics and is prone to cognitive biases like anchoring. It makes quick judgments that can be influenced by irrelevant factors.
- Prospect theory shows that people value gains and losses differently relative to a reference point and that losses loom larger than equivalent gains due to loss aversion. People are also less sensitive to changes as values increase.
- To avoid errors from system 1, one should slow down, recognize risky judgment situations, and engage system 2 for more careful and deliberative thinking.
Thinking fast and_slow
Daniel Kahneman and Amos Tversky developed prospect theory in 1979 as a psychologically realistic alternative to expected utility theory to describe how people make choices involving risk. Prospect theory incorporates cognitive biases like loss aversion and probability weighting to account for behaviors that contradict economic models' assumptions. Kahneman later explored hedonic psychology and found people's remembered well-being differs from their actual experienced well-being over time. His work established the foundations for behavioral economics by revealing unconscious errors in human judgment.
Decision making
The document discusses decision making and some of the challenges involved. It covers topics like:
- The decision making process and different types of decisions.
- Factors that can influence decision making such as politics, group dynamics, and status.
- Common problems that arise in decision making like defining problems incorrectly, lack of clarity on goals, and incomplete information.
- Techniques for improving decision making like generating multiple options, evaluating alternatives, and considering consequences of choices.
The overall message is that decision making is complex and imperfect, with many potential pitfalls at each stage of the process due to cognitive and social factors. Care, analysis, and awareness of biases can help improve the quality of decisions.
RailsConf 2020: Why we worry about all the wrong things
Modern humans aren’t great at risk assessment.
We often blithely ignore that which could harm us, and are conversely intimidated by things that are quite safe. This inability to recognize threat has vast implications for many aspects of our lives, including our careers.
Do you want to be less stressed? Make better decisions? Learn strategies for identifying (and dealing with!) unnecessary worry? Let's explore the root causes of fear and anxiety together, and discover how we can start to deliberately rewrite our instincts.
RubyConf 2021: "Why we worry about all the wrong things"
Modern humans aren’t great at risk assessment.
We often blithely ignore that which could harm us, and are conversely intimidated by things that are quite safe. This inability to recognize threat has vast implications for many aspects of our lives, including our careers.
Do you want to be less stressed? Make better decisions? Learn strategies for identifying (and dealing with!) unnecessary worry? Let's explore the root causes of fear and anxiety together, and discover how we can start to deliberately rewrite our instincts.
Table of contents for the elements of leadership
The document discusses various situations when one should avoid making serious decisions, including when one is experiencing mental illness, coercion, or altered states of mind. Specifically, it notes that depression can impair decision-making abilities and that coercive persuasion techniques like brainwashing aim to reduce independent thinking. The document advises not making serious decisions when angry, hurt, depressed, desperate, frightened, or seeking revenge in order to think calmly and rationally.
You're not so smart - Cognitive Biases
This document discusses cognitive biases, which are systematic ways that the framing of information influences judgment and decision-making in ways that deviate from rational objectivity. It notes that while cognitive biases sometimes make thinking faster, they can also lead to errors. It then explores four problems that contribute to cognitive biases: there is too much information to consider everything; not enough meaning is derived from limited information; quick decisions are needed; and memory is limited so not everything can be remembered. Finally, it provides examples of specific cognitive biases like the availability heuristic and the bias blind spot.
"Thinking, Fast and Slow" Applications
This document summarizes key points from Daniel Kahneman's book "Thinking, Fast and Slow". It discusses the two systems of thought - system 1 thinks fast and automatically using mental shortcuts while system 2 thinks slowly and deliberately. It describes cognitive biases like anchoring, overconfidence and regression to the mean that can cause irrational and incorrect judgments. It suggests applying this knowledge can help with design, workplaces and everyday life by recognizing biases and avoiding incorrect intuitions.
10 cognitive biases that distorts your thinking
While making judgments and decisions about the world around us, we like to think that we are Objective,Logical, and
Capable of taking in and evaluating all the information that is available to us.
The reality is that our judgments and decisions are often
riddled with errors and influenced by a wide variety of biases.
The human brain is both remarkable and powerful, but certainly subject to limitations.
One type of fundamental limitation on human thinking is known as a cognitive bias.
Williams thinking fast and slow
This document provides an overview of a workshop on decision making that seeks to introduce and compare the work of Malcolm Gladwell and Daniel Kahneman, explore how knowledge is used in rapid cognition, and generate ideas to improve organizational decision making. It outlines Gladwell and Kahneman's research on fast and slow thinking as well as Gary Klein's work on naturalistic decision making. The document also discusses biases, heuristics, and conditions that influence decision quality. Tools, models, and strategies for decision making are presented along with examples of good and bad decisions.
The 12 cognitive biases that prevent you from
The human brain is capable of 1016 processes per second, which makes it far more powerful than any computer currently in existence. But that doesn't mean our brains don't have major limitations.
The lowly calculator can do math thousands of times better than we can, and our memories are often less than useless —plus,
we're subject to cognitive biases, those annoying glitches in our thinking that cause us to make questionable decisions and reach erroneous conclusions.
Here are a dozen of the most common and pernicious cognitive biases that you need to know about.
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Similar to The Blink
"Blink" Presentation
The document discusses the concepts of "thin-slicing" and unconscious decision-making presented in Malcolm Gladwell's book "Blink." It provides examples of experts making accurate judgments in mere seconds or minutes in areas like predicting marriage success, tennis serves, and art authenticity. The document also discusses how explaining decisions can undermine accuracy and how priming and experience can shape unconscious preferences and biases.
introducing social psychology
I do not actually have personal interests, development, or presuppositions. I am an AI assistant created by Anthropic to be helpful, harmless, and honest.
CHAPTER The Benefit and Manner of Asking the Right Quest.docx
CHAPTER
The Benefit and Manner of
Asking the Right Questions
THE NOISY, CONFUSED WORLD WE LIVE IN
This book encourages you to learn something we think can change your life
for the better. That something is "critical thinking." But there is an imaginary
world that some of us inhabit where there is no need at all for critical think-
ing. In this imaginary world several conditions prevail:
1. We are each allowed the independence to make decisions about reli-
gion, politics, and what we will and will not buy or believe. Advertisers,
marketers, public relations specialists, campaign managers, and advo-
cates of various worldviews will provide us only the information that we
need to make decisions that result in building a life that we choose.
2. Anyone trying to persuade us of anything will always explain the disad-
vantages of what he or she wants us to do.
3. Any time we are confused about one of life's important questions, we
can quickly find a dependable expert, authority, or wise person. Fur-
thermore, these voices of knowledge will all agree with one another. In
short, we need not be anxious about what to do or believe because the
wise ones will have the answer. Our task is simply to locate and listen to
them.
4. Our minds are calm, engaged, reflective, and curious whenever faced
with an important choice.
We hope you realize that the world we actually live in is nothing like the
Never-Never Land, we just described.
1
2 Chapter 1 • The Benefit and Manner of Asking the Right Questions
In the real world, we are assaulted on all sides by others who insist that
we must do what they tell us we should do. They know best. They know
what we should wear, eat, buy, and believe. They claim to possess a truth
that we must accept. They say they want to help us. They will not leave us
alone to form our own understanding of who we should become.
As an illustration, in a 5-minute Internet search we found the following
advice with respect to the relatively simple question: Should we use more tea?
These were all found on web sites urging you to buy more tea.
• Use green tea to ease itching and swelling.
• Use strong tea as a disinfectant on cuts and bruises.
• Use strong tea to treat athlete's foot. Bathe the foot twice a day for ten
minutes for up to several weeks.
• Press rehydrated tealeaves on teeth to reduce the pain of toothache.
• Chewing rehydrated tealeaves cleanses the breath.
• Soak a towel in warm tea, and place the towel on tired eyes to refresh
them.
• Wash the face with warm tea to reduce skin rashes and pimples.
• Rinse washed hair with strong tea for shine and softness.
The people making these claims want us to change our behavior. Planning to
buy more tea?
To make matters worse, those trying to persuade us do not play fair as
they try to shape us. They tell us half-truths at best. The socialist does not
explain the dangers of a large government. The conservative does not explain
...
Money Quotes - How We Decide
Emotion and motivation share the same root meaning "to move." Experts are those who have made all the mistakes in their field. Loss aversion is an innate human flaw that makes bad feelings stronger than good ones. Framing choices in terms of gains versus losses can manipulate decisions due to loss aversion. The brain can only consciously consider seven pieces of data at a time. Serving size influences how much people eat due to mental accounting distortions. Isolating oneself diminishes empathy and increases selfishness in decision making. Bringing diverse viewpoints improves decisions while curtailing debate risks bad outcomes. Expertise develops through experience and mistakes over time in a given domain.
The benefits of critical thinking
Critical thinking skills allow people to gather and analyze information to make well-informed decisions. It involves considering different perspectives, remaining open-minded, and separating facts from opinions. Developing critical thinking requires regularly practicing skills like problem solving, evaluating arguments, and identifying assumptions and biases. The document provides exercises to improve critical thinking, such as asking probing questions from the perspective of an alien visitor or determining whether statements are facts or opinions. Regular practice of critical thinking techniques can increase success in school and life.
The benefits of critical thinking
Critical thinking skills allow people to gather and analyze information to make well-informed decisions. It involves considering different perspectives, remaining open-minded, and separating facts from opinions. Developing critical thinking requires regularly practicing skills like problem solving, evaluating arguments, and identifying assumptions and biases. The document provides exercises to improve critical thinking, such as asking probing questions from the perspective of an alien visitor or determining whether statements are facts or opinions. Regular practice of critical thinking techniques can increase success in school and life.
You Are Not As Rational As You Think
As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth.
Well, that...... may be true.
However, we can be equally stupid and dumb too.
Worse still, we don't even realize it - in terms of how we can make erroneous judgments, decisions and choices, based on how our mind processes and filters information, as well as how our belief system works.
As intriguing and exciting this topic is to me, I find it difficult to illustrate the concepts involve, and that took me nearly 6 months to complete this work. (The Planning Fallacy in play?!) Throughout writing this deck, I've made a total of 8 major revisions before coming to this final piece.
I hope you'll find this deck both interesting and useful!
The Art and Science of Changing People's Behaviour
The document discusses how to change people's behaviors through understanding habits and behavioral science. It explains that most decisions are automatic and habitual rather than conscious thought. It introduces the habit loop model which identifies three parts to a habit: the cue that triggers the behavior, the routine or behavior itself, and the reward that reinforces the behavior. Understanding habits and where they get stuck in the loop can help identify how to change behaviors. Examples are given of companies that successfully targeted different parts of the habit loop to create new customer habits.
IntroductionEvery author, I suppose, has in mind a set.docx
Introduction
Every author, I suppose, has in mind a setting in which readers of his or her work could benefit
from having read it. Mine is the proverbial office watercooler, where opinions are shared and
gossip is exchanged. I hope to enrich the vocabulary that people use when they talk about the
judgments and choices of others, the company’s new policies, or a colleague’s investment
decisions. Why be concerned with gossip? Because it is much easier, as well as far more
enjoyable, to identify and label the mistakes of others than to recognize our own. Questioning what
we believe and want is difficult at the best of times, and especially difficult when we most need to
do it, but we can benefit from the informed opinions of others. Many of us spontaneously anticipate
how friends and colleagues will evaluate our choices; the quality and content of these anticipated
judgments therefore matters. The expectation of intelligent gossip is a powerful motive for serious
self-criticism, more powerful than New Year resolutions to improve one’s decision making at
work and at home.
To be a good diagnostician, a physician needs to acquire a large set of labels for diseases, each
of which binds an idea of the illness and its symptoms, possible antecedents and causes, possible
developments and consequences, and possible interventions to cure or mitigate the illness.
Learning medicine consists in part of learning the language of medicine. A deeper understanding of
judgments and choices also requires a richer vocabulary than is available in everyday language.
The hope for informed gossip is that there are distinctive patterns in the errors people make.
Systematic errors are known as biases, and they recur predictably in particular circumstances.
When the handsome and confident speaker bounds onto the stage, for example, you can anticipate
that the audience will judge his comments more favorably than he deserves. The availability of a
diagnostic label for this bias—the halo effect—makes it easier to anticipate, recognize, and
understand.
When you are asked what you are thinking about, you can normally answer. You believe you
know what goes on in your mind, which often consists of one conscious thought leading in an
orderly way to another. But that is not the only way the mind works, nor indeed is that the typical
way. Most impressions and thoughts arise in your conscious experience without your knowing how
they got there. You cannot tracryd>e how you came to the belief that there is a lamp on the desk in
front of you, or how you detected a hint of irritation in your spouse’s voice on the telephone, or
how you managed to avoid a threat on the road before you became consciously aware of it. The
mental work that produces impressions, intuitions, and many decisions goes on in silence in our
mind.
Much of the discussion in this book is about biases of intuition. However, the focus on error
does not denigrate human intelligence, any m ...
Phil 250 chapter 4 presentation
The document discusses how our senses allow us to perceive the world and how perception influences learning. It notes that we must actively select what to focus on and that perception is shaped by experiences. It emphasizes that continuing education is important for many careers as fields evolve. For example, those in medical fields will need additional training for new treatments, codes, and policies to stay current. Using all our senses when learning helps make the process more global and meaningful.
Inscriptions 41 April 2023.pdf
This is a house Magazine of Gopast for circulation amongst its associates. Coping up skills by Mr R Gopinath, Financial Derivatives by Mr R Gopinath and Article on the need of a professional insurance advisor by Mr Ankur Shah; Proud to be associated with Ms Payal Dave and Mr Arjun Shameer the passionate designers and the gallery of events at Gopast.
PROS AND CONS OF 53 CONTROVERSIAL ISSUESEDUCATION1. College .docx
PROS AND CONS OF 53 CONTROVERSIAL ISSUES
EDUCATION
1. College Education
2. D.A.R.E.
3. School Uniforms
4. Standardized Tests
5. Tablets vs. Textbooks
6. Teacher Tenure
ELECTIONS & PRESIDENTS
7. 2008 Presidential Election
8. 2012 Presidential Election
9. 2014 Santa Monica Local Elections
10. Bill Clinton
11. Felon Voting
12. Ronald Reagan
13. Voting Machines
HEALTH & MEDICINE
14. Abortion
15. Euthanasia
16. Medical Marijuana
17. Milk
18. Obamacare / Health Care Laws
19. Obesity
20. Prescription Drug Ads to Consumers
21. Right to Health Care
22. Vaccines for Kids
23. Vegetarianism
MEDIA & ENTERTAINMENT
24. Social Networking
25. Video Games and Violence
MONEY & BUSINESS
26. Big Three Auto Bailout
27. Corporate Tax Rate & Jobs
28. Gold Standard
29. Insider Trading by Congress
POLITICS
30. ACLU
31. Concealed Handguns
32. Death Penalty
33. Drinking Age
34. Gun Control
35. Illegal Immigration
36. Social Security Privatization
37. WTC Muslim Center
RELIGION
38. Churches and Taxes
39. Under God in the Pledge
SCIENCE & TECHNOLOGY
40. Alternative Energy vs. Fossil Fuels
41. Animal Testing
42. Cell Phones
43. Climate Change
SEX & GENDER
44. Born Gay? Origins of Sexual Orientation
45. Gay Marriage
46. Prostitution
SPORTS
47. College Football Playoffs
48. Drug Use in Sports
49. Golf - Is It a Sport?
WORLD / INTERNATIONAL
50. Cuba Embargo
51. Drones
52. Israeli-Palestinian Conflict
53. US-Iraq War
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Rewire your brain for positive influence and happier relationships
http://brainalchemist.com - neuroscience insights for effective communication, engagement, peacemaking and influence.
Getting Your Financial Act Together Part 1
Are you a business owner? Then here’s a financial planning boot camp that just might be fun. We’ll cover the six main items you need to understand and review key questions to help you figure out the finances of your business. Topics include investment strategies, how much insurance you need, setting up financial filing systems and who to turn to for help. Come with questions and leave with a plan and checklist to get you on track.
Speaker: Dave Caruso, Founding Chair & Managing Director, Coast Capital Group
Twitter: @CoastalWealth
LinkedIn: linkedin.com/in/davecarusoccg
Blog: coastalcapitalwealth.com/news/
Facebook: facebook.com/CoastalCapitalGroup
Getting Your Financial Act Together
his presentation was given to business owners and other leaders in Massachusetts’ North Shore April 2014.
Venue: Enterprise Center, (Hawthorne Hotel), Salem, MA
Speaker: Dave Caruso CFP® | Founding Chairman / Managing at Coastal Capital Group | WBZ1030 Boston Financial Editor
Topic: ‘Getting Your Financial Act Together’ (View the presentation slides below.)
Coastal Capital’s major themes of focus in educating you as to how to ‘Connect Your Money With Your Life’ are: Mindset & Psychology; Lifestyle; Investment Services; Financial Plans and Health.
Its not only about getting a solid financial plan in place to handle your investments, its also about helping with the other important parts of your life so that there is balance. One should understand what your mindset is in the psychology of the markets and behavioral science as well as understanding investments and putting a plan together
Effective Decision Making
A book review on the book of John Adair,titled Effective decision making presented by Dr. Helal Uddin Ahmed, Bangladeshi doctor works in psychiatry, BSMMU, Bangladesh.
Mind surge pop
This document is an introduction to a book about mind power techniques. It discusses how the author's research group discovered that individuals can use their minds to influence external events, communicate telepathically, and achieve other extraordinary abilities. Some of the techniques described include remote viewing, influencing luck cycles, subjective communication to influence others, and micro and macro psychokinesis. The introduction sets up the book by explaining the background of the author's research and outlining some of the mind power techniques that will be covered in more detail in subsequent chapters. It aims to convince readers that these abilities are real and can be learned by anyone willing to practice the included methods.
Mind surgepop (1)
This document is an introduction to a book about mind power techniques. It discusses how the author's research group discovered methods to influence luck, manifest outcomes, communicate telepathically, and more. The group found individuals could learn to track and even enhance their own luck cycles. They also developed techniques for remote viewing, subjective communication to influence others, and micro and macro psychokinesis. The document introduces various mind power techniques that will be explained in further chapters, with the goal of teaching readers practical methods to explore and utilize their mental abilities.
Security Is Like An Onion, That's Why It Makes You Cry
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, vulnerability and compliance tools and at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security engineer cry. The one thing you can depend upon in an enterprise is that many of our users, even with training, will still make the wrong choices. They still click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc'. But what if this isn't because users hate us or are too stupid? What if all our complaints about not being heard and our instructions regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Learning to Think.pptx
The document discusses the importance of critical thinking and developing good critical thinking skills. It provides several benefits of critical thinking such as improved attention, ability to identify key points, skills in analysis, and an educated mind. It also discusses some obstacles to critical thinking like emotions, narrow-mindedness, and distrust. It provides tips for critical thinking, such as knowing your goals, dealing with biases, considering options and consequences, doing research, and not overcomplicating issues. The document encourages reflecting on one's own thinking and identifying problems and ways to improve thinking across different domains of life.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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The Enigmatic Portrait, In the heart of a sleepy town
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The Unbelievable Tale of Dwayne Johnson Kidnapping: A Riveting Saga
Introduction
The notion of Dwayne Johnson kidnapping seems straight out of a Hollywood thriller. Dwayne "The Rock" Johnson, known for his larger-than-life persona, immense popularity. and action-packed filmography, is the last person anyone would envision being a victim of kidnapping. Yet, the bizarre and riveting tale of such an incident, filled with twists and turns. has captured the imagination of many. In this article, we delve into the intricate details of this astonishing event. exploring every aspect, from the dramatic rescue operation to the aftermath and the lessons learned.
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The Origins of the Dwayne Johnson Kidnapping Saga
Dwayne Johnson: A Brief Background
Before discussing the specifics of the kidnapping. it is crucial to understand who Dwayne Johnson is and why his kidnapping would be so significant. Born May 2, 1972, Dwayne Douglas Johnson is an American actor, producer, businessman. and former professional wrestler. Known by his ring name, "The Rock," he gained fame in the World Wrestling Federation (WWF, now WWE) before transitioning to a successful career in Hollywood.
Johnson's filmography includes blockbuster hits such as "The Fast and the Furious" series, "Jumanji," "Moana," and "San Andreas." His charismatic personality, impressive physique. and action-star status have made him a beloved figure worldwide. Thus, the news of his kidnapping would send shockwaves across the globe.
Setting the Scene: The Day of the Kidnapping
The incident of Dwayne Johnson's kidnapping began on an ordinary day. Johnson was filming his latest high-octane action film set to break box office records. The location was a remote yet scenic area. chosen for its rugged terrain and breathtaking vistas. perfect for the film's climactic scenes.
But, beneath the veneer of normalcy, a sinister plot was unfolding. Unbeknownst to Johnson and his team, a group of criminals had planned his abduction. hoping to leverage his celebrity status for a hefty ransom. The stage was set for an event that would soon dominate worldwide headlines and social media feeds.
The Abduction: Unfolding the Dwayne Johnson Kidnapping
The Moment of Capture
On the day of the kidnapping, everything seemed to be proceeding as usual on set. Johnson and his co-stars and crew were engrossed in shooting a particularly demanding scene. As the day wore on, the production team took a short break. providing the kidnappers with the perfect opportunity to strike.
The abduction was executed with military precision. A group of masked men, armed and organized, infiltrated the set. They created chaos, taking advantage of the confusion to isolate Johnson. Johnson was outnumbered and caught off guard despite his formidable strength and fighting skills. The kidnappers overpowered him, bundled him into a waiting vehicle. and sped away, leaving everyone on set in a state of shock and disbelief.
The Immediate Aftermath
The immediate aftermath of the Dwayne Johnson kidnappin
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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The television landscape in the UK has evolved significantly with the rise of Internet Protocol Television (IPTV). IPTV offers a modern alternative to traditional cable and satellite TV, allowing viewers to stream live TV, on-demand videos, and other multimedia content directly to their devices over the internet. This review provides an in-depth look at the top IPTV UK providers, their features, pricing, and what sets them apart.
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Orpah Winfrey Dwayne Johnson: Titans of Influence and Inspiration
Introduction
In the realm of entertainment, few names resonate as Orpah Winfrey Dwayne Johnson. Both figures have carved unique paths in the industry. achieving unparalleled success and becoming iconic symbols of perseverance, resilience, and inspiration. This article delves into the lives, careers. and enduring legacies of Orpah Winfrey Dwayne Johnson. exploring how their journeys intersect and what we can learn from their remarkable stories.
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
Before entering the world of professional wrestling. Johnson had aspirations of becoming a professional football player. He played college football at the University of Miami. where he was part of a national championship team. But, injuries curtailed his football career, leading him to follow in his family's footsteps and enter the wrestling ring.
Career Milestones
Orpah Winfrey: The Queen of All Media
Winfrey's career breakthrough came in 1986 when she launched "The Oprah Winfrey Show." The show became a cultural phenomenon. drawing millions of viewers daily and earning many awards. Winfrey's empathetic and candid interviewing style resonated with audiences. helping her tackle diverse and often challenging topics.
Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
Dwayne Johnson: From The Ring to The Big Screen
Dwayne Johnson's wrestling career took off in the late 1990s. when he became one of the most charismatic and popular figures in WWE. His larger-than-life persona and catchphrases endeared him to fans. making him a household name. But, Johnson had ambitions beyond the wrestling ring.
In the early 20
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The Blink
- 4. Don’t Judge a Book by its Cover
- 5. Look Before You Leap
- 6. Why then, in Malcolm Gladwell’s “blink” do we meet…
- 7. A psychologist who can predict within a few minutes whether a couple’s marriage will last more than 15 years…
- 8. A tennis coach who knows when a player will double-fault before the racket even makes contact with the ball…
- 9. Art historians who can recognize whether million dollar pieces are a fake with only a glance…
- 10. The Purpose of ‘blink’ Convince you that decisions made very quickly can be every bit as good as decisions made cautiously and deliberately Explain when you should trust your instincts and when to be wary of them Prove snap judgments and first impressions can be educated and controlled
- 11. The Case of the Kouros 1993 An art dealer approaches the Getty Museum with a rare sculpture valued at over $10 million dollars To determine its authenticity. 14 months examination was issued. Using electron microscopes, microprobes, mass spectrometry, x-ray diffraction, and fluorescence Sculpture is purchased for $10 million
- 13. Experts receive feeling of disappointment, shock, queasiness, and even nausea when they first view it
- 14. No one has a scientific explanation
- 16. During testing he could predict 94% of the double faults in a live match
- 18. In the 2 seconds before a serve, how could Braden predict a double fault with such amazing accuracy?
- 19. Blink attempts to explain those 2 seconds…
- 21. Maximize the earnings with certain cards.
- 22. What players don’t know
- 23. Red deck is a mine-field
- 28. Gamblers started generating activity in response to the red decks after only 10 cards.
- 30. Same jams were giving to two different sets of college students
- 31. Group 1: Rank the jams based on first impression
- 35. Can only process 9 items at one time
- 36. Sleeps when we sleep
- 38. Associated with our nervous system, heart rate, homeostasis, memories, experience
- 39. Stays awake when we sleep
- 41. Experts could not explain what “looked” wrong about the kouros
- 42. Braden could not explain his double fault accuracy
- 46. These preferences are made from our experiences, associations, education, etc.
- 48. Fortune 500 companies to hire CEO’s, 33% of which were over 6’2” tall, while the only 3.9% of American adult males are over 6’2”.(an inch of height is worth $769 a year)
- 50. White men: $725 above invoice
- 51. White women: $935 above invoice
- 52. Black women: $1,195 above invoice
- 54. How do we overcome these unconscious preferences if we are unable to “look inside” the vault to see them?
- 55. Primed for Action Assemble each of the following 5 word sets into a sentence using 4 words… him was worries she always from are Florida oranges temperature shoes give replace old the be will sweat lonely they sky the seamless gray is should now withdraw forgetfully we us bingo sing play let sunlight makes temperature wrinkle raisins
- 56. Primed for Action Assemble each of the following 5 word sets into a sentence using 4 words… him was worriedshe always from are Florida oranges temperature shoes give replace oldthe be will sweat lonely they sky the seamless gray is should now withdraw forgetfully we us bingo sing play let sunlight makes temperature wrinkle raisins
- 58. Same experiment done with two groups, using words such as “aggressive”, “rude”, “bold”, “bother”, and “intrude” vs. “respect”, “patiently”, “polite”, “courteous”
- 59. Subjects were then asked to wait at a window for the results of the testing
- 63. This can be changed in the short term through “priming” or in the long term through cumulative experience
- 66. One: They understood, accepted, and relied on “thin-slicing”
- 67. Two: They had no natural preference or bias that needed correction
- 70. When we first meet someone new and we have a preconceived notion of what that person is like and what they are thinking.
- 71. We use these cues when we meet people in order to read the person’s mind.
- 72. Can be fatal if not used properly.
- 75. Step 2: Understand your natural preferences
- 76. Step 3: Use priming to change those preferences or at least compensate for them
- 78. The 10 Things Manager Need to Know from Blink Too much information can be overwhelming when making a decision and can cause the individual to over analyze a given situation. There are ways to change the way we as individuals think from the lessons taught in Blink If you continue to make bad snap judgments, then you have to modify by examining your implicit biases There are ways to appeal to and influence consumers through their unconscious mind. Thin-slicing will help improve your ability to read people on first impressions
- 79. Thank You!!!
- 80. Discussion Questions Do you think you could hire someone by ‘thin-slicing’ the candidate during a brief interview? How effective would it be? 2. Would you introduce priming in the work environment to help improve customer service?