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.
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.
How to make better decisions thinking, fast and slow - jennifer vu huongJen Vuhuong
All decisions we make in our life are the battles between the 2 systems: Fast and slow system.
The presentation will talk about the characteristics and how to make the best use of the two systems.
Important concepts around how we all make decisions. This presentation introduces the work of Nobel prize winner Daniel Kahneman on Cognitive Biases, and helps you understand why we make errors in judgement, and how to look for signs you're about make one.
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.
How to make better decisions thinking, fast and slow - jennifer vu huongJen Vuhuong
All decisions we make in our life are the battles between the 2 systems: Fast and slow system.
The presentation will talk about the characteristics and how to make the best use of the two systems.
Important concepts around how we all make decisions. This presentation introduces the work of Nobel prize winner Daniel Kahneman on Cognitive Biases, and helps you understand why we make errors in judgement, and how to look for signs you're about make one.
Presented at CodeMash 2015. By Joseph Ours
Joseph's presentation is based on the book "Thinking Fast and Slow" where Nobel Prize winner Daniel Kahneman introduces two mental systems, one that is fast and the other slow. Together they shape our impressions of the world around us and help us make choices. System 1 is largely unconscious and makes snap judgments based upon memories of similar events and our emotions. System 2 is painfully slow, and is the process by which we consciously check the facts and think carefully and rationally. System 2 is easily distracted. System 1 is wrong quite often. Real-world examples that demonstrate how the two systems work are that pro golfers will more accurately putt for par than they do for birdie regardless of distance and people will buy more cans of soup when there is a sign on the display that says “limit 12 per customer."
hinking, Fast and Slow is a best-selling[1] book published during 2011 by Nobel Memorial Prize in Economic Sciences laureate Daniel Kahneman. It was the 2012 winner of the National Academies Communication Award for best creative work that helps the public understanding of topics of behavioral science, engineering and medicine.[2]
The book summarizes research that Kahneman performed during decades, often in collaboration with Amos Tversky.[3][4] It covers all three phases of his career: his early work concerning cognitive biases, his work on prospect theory, and his later work on happiness.
The slide discusses about the different topics of the book.
In the past four decades, behavioral economists and cognitive psychologists have discovered many cognitive biases human brains fall prey to when thinking and deciding. Cognitive biases are tendencies to think in certain ways that can lead to systematic deviations from a standard of rationality or good judgment. These biases arise from errors of memory, social attribution, and miscalculations such as statistical errors or a false sense of probability. Some social psychologists believe our cognitive biases help us process information more efficiently, especially in dangerous situations. Still, they lead us to make grave mistakes. We may be prone to such errors in judgment, but at least we can be aware of them.
Bayesian reasoning offers a way to improve on the native human reasoning style. Reasoning naively, we tend not to seek alternative explanations, and sometimes underrate the influence of prior probabilities in Bayes' theorem.
Credits: Wikipedia, LessWrong.org
You're not so smart - Cognitive BiasesOdair Faléco
We think we are smart, but understanding Cognitive Biases shows how limited is our perception of reality and information around us.
On this presentation I expalin and bring some real examples of the most commom biases used in the market, web and UX.
There are many kinds of cognitive biases that influence individuals differently, but their common characteristic is that they lead to judgment and decision-making that deviates from rational objectivity.
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!
Critical thinking is a intellectually disciplined process of actively and skilfully conceptualising, applying, synthesising and evaluating information gathered by observation, experience, reasoning or communication as a guide to belief and action.
This are the slides for an introductory lecture on behavioural law and economics I gave as part of the economic analysis of law unit at the University of Bristol Law School in March 2017.
Positive Thinking is a mental attitude that involves the process of entering the
thoughts, words, and images constructive (building) for the development of your mind.
Presented at CodeMash 2015. By Joseph Ours
Joseph's presentation is based on the book "Thinking Fast and Slow" where Nobel Prize winner Daniel Kahneman introduces two mental systems, one that is fast and the other slow. Together they shape our impressions of the world around us and help us make choices. System 1 is largely unconscious and makes snap judgments based upon memories of similar events and our emotions. System 2 is painfully slow, and is the process by which we consciously check the facts and think carefully and rationally. System 2 is easily distracted. System 1 is wrong quite often. Real-world examples that demonstrate how the two systems work are that pro golfers will more accurately putt for par than they do for birdie regardless of distance and people will buy more cans of soup when there is a sign on the display that says “limit 12 per customer."
hinking, Fast and Slow is a best-selling[1] book published during 2011 by Nobel Memorial Prize in Economic Sciences laureate Daniel Kahneman. It was the 2012 winner of the National Academies Communication Award for best creative work that helps the public understanding of topics of behavioral science, engineering and medicine.[2]
The book summarizes research that Kahneman performed during decades, often in collaboration with Amos Tversky.[3][4] It covers all three phases of his career: his early work concerning cognitive biases, his work on prospect theory, and his later work on happiness.
The slide discusses about the different topics of the book.
In the past four decades, behavioral economists and cognitive psychologists have discovered many cognitive biases human brains fall prey to when thinking and deciding. Cognitive biases are tendencies to think in certain ways that can lead to systematic deviations from a standard of rationality or good judgment. These biases arise from errors of memory, social attribution, and miscalculations such as statistical errors or a false sense of probability. Some social psychologists believe our cognitive biases help us process information more efficiently, especially in dangerous situations. Still, they lead us to make grave mistakes. We may be prone to such errors in judgment, but at least we can be aware of them.
Bayesian reasoning offers a way to improve on the native human reasoning style. Reasoning naively, we tend not to seek alternative explanations, and sometimes underrate the influence of prior probabilities in Bayes' theorem.
Credits: Wikipedia, LessWrong.org
You're not so smart - Cognitive BiasesOdair Faléco
We think we are smart, but understanding Cognitive Biases shows how limited is our perception of reality and information around us.
On this presentation I expalin and bring some real examples of the most commom biases used in the market, web and UX.
There are many kinds of cognitive biases that influence individuals differently, but their common characteristic is that they lead to judgment and decision-making that deviates from rational objectivity.
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!
Critical thinking is a intellectually disciplined process of actively and skilfully conceptualising, applying, synthesising and evaluating information gathered by observation, experience, reasoning or communication as a guide to belief and action.
This are the slides for an introductory lecture on behavioural law and economics I gave as part of the economic analysis of law unit at the University of Bristol Law School in March 2017.
Positive Thinking is a mental attitude that involves the process of entering the
thoughts, words, and images constructive (building) for the development of your mind.
Explores the relationship between innovation and neuroscience and the Innovators DNA. Examines research by Saras Sarasvathy, Amy Wilkinson and Heidi Neck.
Testing United 2021: The hidden logic of thinking for testers.pdfNITHIN S.S
Ability to think deeper is one of the most valuable skills that every tester needs, and yet it is rarely taught in universities and even in workplaces. In today’s world, problems are becoming more complex with the addition of new technologies, tools and approaches. To deal with these challenges and remain competitive we should start to think about thinking and build a framework that helps us to face any testing challenges thoughtfully and require a new toolset or framework for thinking. At its core, it must be a framework that helps with problem-solving & provides a structure for our solutioning process. For this, learning and understanding how to spot gaps in our thinking process play a significant role.
As explained by Daniel Kahneman in the book “Thinking, Fast and Slow”, our brains have two thinking systems, ‘System 1’ which is faster and intuitive and the slower and contemplative ‘System 2’. The interaction of the two systems often helps us to get things right or fail at times. Understanding the way we use these systems to think helps us in better decision making and problem-solving. Connecting all the dots around thinking, I have figured out some hidden logics that we still need to explore and analyse. This talk will get you thinking about how you naturally think and unleash its full potential to be a skilled tester by leveraging those hidden logics & approaches.
Key takeaways:
Explains the importance/role of different thinking types in testers
Improve your ability to think, analyse and interpret using those thinking types
Guides how to generate a unique art of thinking(Incorporate thinking with metacognitive skills) for testers
Learn to spot “gaps” in the thinking process
Role of design thinking & Empathic thinking in the craft of testing
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
As our life becomes more dynamic and less structured, intuition gains more and more recognition as an essential decision making tool. You have probably heard of experienced decision makers who are able to directly recognize the best option or course of action in many tricky situations. The solution just comes to them from somewhere in their subconscious mind, instead of being a result a lengthy chain of logical derivations or a computer output from a complicated Monte Carlo simulation.
Yes, intuition can make you a much more effective decision maker, especially when you deal with non-standard situations or in expedient decision making. Yet, before you put more weight on intuitive choices, there are a few important points you need to keep in mind.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
The human brain is intricate. It isn't care for a PC whose yield is just on a par with the info. The human psyche is extraordinary - this what makes it so amazing.
With regards to PCs, some product are quick and proficient. Other programming may not be that acceptable and might be cumbersome and moderate.
The psyche mind is fundamentally the same as a PC. What's more, considerations are like programming applications.
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
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1. Thinking, Fast and Slow
By Daniel Kahneman
Amanda Bentley
How To Apply the Book to Design, the Workplace, and Everyday Life
2. Human Irrationality
People like to think their intuition is correct
or they are otherwise able to logically
analyze every situation
Thinking, Fast and Slow | Amanda Bentley
3. When Intuition Fails
People tend to use shortcuts and rely on
instinct when faced with a problem.
Heuristics = mental shortcuts
Thinking, Fast and Slow | Amanda BentleyThinking, Fast and Slow | Amanda Bentley
4. System 1
This is the system that thinks fast.
2 x 2 = ?
Thinking, Fast and Slow | Amanda Bentley
5. System 2
This is the system that thinks slowly.
37 x 84 = ?
Thinking, Fast and Slow | Amanda Bentley
6. Judgments
We jump to conclusions to save time and
effort.
This is only efficient when the conclusion is
likely correct and the cost of an
occasional mistake is acceptable.
Thinking, Fast and Slow | Amanda Bentley
7. How Your Mind Works, with Daniel Kahneman
Thinking, Fast and Slow | Amanda Bentley
8. Biases
Prejudice in favor or against one thing,
person, or group compared with another,
usually in a way considered to be unfair
Thinking, Fast and Slow | Amanda Bentley
9. Anchors
Occurs when people consider a particular
value for an unknown quantity before
estimating that quantity.
Thinking, Fast and Slow | Amanda Bentley
10. Regression to the Mean
When poor performance is followed by
improvement, and good performance is
followed by deterioration.
Thinking, Fast and Slow | Amanda Bentley
11. Overconfidence
The sense-making System 1 makes us see
the world as more tidy, simple, predictable,
and coherent than it really is.
So we think that we can predict the future.
Thinking, Fast and Slow | Amanda Bentley
12. The Illusion of Validity
Declarations of high confidence tell you that
an individual has constructed a coherent
story in his or her mind, not necessarily that
the story is true
Thinking, Fast and Slow | Amanda Bentley
13. Intuition vs. Formulas
Experts may be inferior because they try to
be clever, think outside the box, and
consider complex combinations of
features.
This actually reduces validity.
Thinking, Fast and Slow | Amanda Bentley
14. When Can We Trust Intuition?
Confidence does not imply truth.
System 1 suppresses doubt and evokes
ideas that are compatible with the current
dominant story.
Thinking, Fast and Slow | Amanda Bentley
15. Thinking About Life
Affective forecasting is the forecast of one's
personal state in the future. An error
happens when you think statistics don't
apply to you
Thinking, Fast and Slow | Amanda Bentley
16. Benefits of Recognizing Biases
Better design.
More efficient workplaces.
Happiness in everyday life.
Thinking, Fast and Slow | Amanda Bentley
17. Applying the Knowledge
Design: Making something that doesn’t just
look nice, but is actually beneficial.
The Workplace: Anchoring in negotiations
and regression to the mean in daily work.
Everyday: Avoiding incorrect judgments of
others.
Thinking, Fast and Slow | Amanda Bentley
Try to make connections with something we know when faced with the unknown
We often answer difficult questions by actually answering something simpler, without noticing the substitution
System 1 is responsible for these heuristics
When neither an expert answer or a heuristic answer comes to mind, we resort to slow, effortful thinking (system 2)
Operates automatically
No effort or voluntary control
Can easily answer simple questions that have been learned ie simple math
Provides attention to effortful mental activities
Associated with choice and concentration
When you see something that you have no heuristics for (ie complicated math problem) you have to really think
Judgment heuristics, or system 1, are used when we need to quickly make an assessment
For example, when we see someone who is standing up straight with their hands on their hips, we equate that with confidence (Amy Cudy vid)
More explanation on how we make judgments
Does anyone know of any human biases?
Bandwagon effect (something is right because everyone is doing it), confirmation bias (finding facts to back up our own beliefs), framing effect (diff conclusions from the same info depending on how its framed)
Estimates stay close to the number that the people considered
System 2 makes people move their estimates away from the considered #, and it is effortful
Anchoring and adjusting- anchor to a #, assess if it’s too high or too low, and go from there (ie in negotiation)
Success = talent + luck
ie performing on a test: study a fair amount, have good luck, get a good grade, you are more likely to do worse on your next test
In the workplace, regression to the mean could cause people to plateau in their jobs or improve if given negative feedback
Everyone assumes they are less biased than they really are
Makes us move faster and think less
when asked to evaluate the same information twice, we frequently give different answers- unnoticed stimuli effects system 1
We can create reliable formulas for ourselves by assigning equal weight to all predictors of an outcome- ie Mary with her visa vs. equally qualified person with another possible issue
Most people avoid formulas because we prefer the natural over the artificial
Skilled intuition comes from learning regularities of an environment that are generally predictable- ie tests, workplace policies
The score you assign to your life is determined by a small sample of highly available ideas, and not a careful weighing of the domains of your life.
Setting goals that are too difficult to attain lead to unhappiness
Overall: avoid overconfidence (not to be confused with not having confidence)
This illusion can cause people to be wrong about their present state of well-being as well as the happiness of others, and about their own happiness in the future.
The score you assign to your life is determined by a small sample of highly available ideas, and not a careful weighing of the domains of your life.
Setting goals that are too difficult to attain lead to unhappiness
