thinking fast and slow pdf ebook

Thinking Fast And Slow Pdf Ebook

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Thinking Fast and Slow by Daniel Kahneman pdf

This is a great read for anyone who is interested in psychology and processes of thought. After studying psychology and receiving his bachelors, Kahneman was enlisted in the Israeli defence force, working primarily in the psychology department. Kahneman later moved to America to complete his Ph. Part one will examine the two different systems of thought. The second part will discuss heuristics and biases before we move onto part three and overconfidence.

Part four will summarise different choices and finally, part five will discuss the concept of two selves. Kahneman explains that there are two systems when it comes to considering judgement and choice. The first system is fast and automatic in comparison to the second system which is slower and more deliberate. We will discuss these in more detail below. Kahneman considers the first system to be fast thinking. It is thinking done almost automatically or instinctively. Thinking is done with almost no effort from the person and there is no feeling of control.

Kahneman explains that this is the system of thinking that is incredibly influential, more than you think, as it influences almost all of your regular judgements and choices. System one executes skilled responses and generates skilled intuitions, after adequate training. System one creates a coherent pattern of activated ideas in associative memory.

It also links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance. If the first system is fast thinking, then the second system is slow thinking. Kahneman explains that the second system involves thinking that is more complex and more mentally draining. It takes concentration and agency of the person to process the thoughts. Kahneman explains that system two is easier to identify with, it is the conscious self, the version of you that makes decisions, makes choices, has reason and beliefs.

In order to monitor your own behaviour in certain situations, or to increase your natural walking pace you would be tapping into system two. It may seem that system two is the dominant system, but Kahneman explains that system one is actually the hero here. Being such a rapid process, system one will inevitably run into problems from time to time, and in this situation, system two will step in for support. Sometimes the situation will call for more detailed processing than system one can account for.

When system one simply cannot provide an answer, system two will step up to the plate. Kahneman explains that system two is designed to monitor the thoughts and actions that system one promotes. Not only will it monitor these, but it will also control these by encouraging, suppressing or modifying behaviours. Kahneman explains that when it comes to doubt, the systems differ.

System one is not capable of experiencing doubt. Whereas, system two has the capacity to experience doubt. This is because system two often promotes two options simultaneously that are not compatible. Each system produces different anchoring effects: a deliberate process of adjustment System two. And a priming effect, an automatic manifestation of System one.

Kahneman explains that the relationship between the two systems can be seen in the effects of random anchors. He explains that usually, the study of anchoring effects has been based on judgement and choice, the characteristics of system two.

However, Kahneman explains that the data that system two uses, derives from memory, the automation from system one. Kahneman explains that it also means that system two is more likely to buy into the bias of anchors encouraging some information to be accessed more easily than others. Kahneman acknowledges the difficulty of trying to avoid biases. But he also emphasises the importance of doing so in order to remove the risk of mistakes. Kahneman believes that the concept of risk is a human invention.

They designed it to assist them with the navigation of dangers, fears, and uncertainties. System one suggested the incorrect intuition, and System two endorsed it and expressed it in a judgment. Kahneman explains that system two is capable of failure, and there are two reasons why this happens; ignorance and laziness.

System one is capable of making what Kahneman refers to as extreme predictions. System one is prone to using not a whole lot of evidence to make sometimes irrational predictions.

He explains that this is due to the nature of system one being more likely to jump to overconfident conclusions, without enough evidence. System two has problems with regression. We, humans, are constantly fooling ourselves by constructing flimsy accounts of the past and believing they are true. Kahneman explains that the illusion we are faced with is that we are predisposed to assume that we understand past.

And by understanding the past, we believe that we can also know what the future might hold. He explains that the key to understanding and being able to comprehend a future is to adjust the language we use in relation to any of our past beliefs. Language is so important as it shapes our reality so it is essential that we use the right languages when thinking about the past.

It leads observers to assess the quality of a decision not by whether the process was sound but by whether its outcome was good or bad.

Kahneman explains that the people who struggle the most with hindsight, are those who act as agents over others and those that are decision makers, such as doctors, financial advisors, social workers or politicians.

As well as blaming them all too easily, we often fail to credit them when the decisions they make do work out, assuming that they are just doing their job. Kahneman explains that another consequence of hindsight is that the risk seekers who take big gambles and make a big win are often celebrated undeservedly.

Regardless of their reckless behaviour, the result was good so they are never punished for their luck. According to system one, the world should be a predictable, straight-forward and easy to understand place. But this is simply an illusion. The mistake appears obvious, but it is just hindsight. You could not have known in advance. We hold a lot of confidence in our opinions and our judgements. Evidence simply does not come into it. Kahneman stresses just how crazy this can be, really we have very little knowledge yet have a lot of confidence in our beliefs.

In making assumptions and predictions about the future, mistakes are inevitable, but Kahneman explains that we can learn from these mistakes. The first lesson that we can learn is that the world is entirely unpredictable and error will always be made.

Secondly, we can learn that confidence should be trusted as a scale of accuracy, in fact, low confidence will often present more truth.

Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. In most cases, when offered two options, one being a gamble with a value much higher than expected, and one being a sure thing of expected value, most people will pick the sure thing. This is because we crave the security of knowing the outcome and avoiding the risk. Kahneman explains that in some cases if a sure thing is offered with less than expected value, some decision-makers will take this as the option, determined to avoid any potential risk.

Risk-taking of this kind often turns manageable failures into disasters. Kahneman describes loss aversion as the motive to avoid losses as stronger than the motive to achieve gain. To use money as an example, we are likely to be motivated more to not lose money than we would be to make money. By setting a goal you never reach, you are making a loss. By exceeding the goal, you are achieving a gain.

Defeat is never easy to accept. When outlining a new plan, the obvious outcome we all imagine is success. However, Kahneman points out that often, failure is more likely, as there is usually one plan for success but multiple ways that things can go wrong.

Kahneman explains that regret is not only an emotion but also a punishment. We often prescribe ourselves with regret when something goes wrong. And for this reason, a fear of regret is a motivation behind many decisions that we make. We avoid making decisions that may lead to regret and often miss out on opportunities because of this.

Again, decision makers are the most affected by regret. They know that regret is more likely in their lives and they often live in anticipation of it. This gives the emotion of regret power, and it has a significant role in all decisions that are made. However, Kahneman explains that this is simply not the case. Making a decision is not necessarily taking into account our preferences, despite basing them on experience.

This issue is that our decisions and preferences are significantly influenced by memories, and memories are not always right. Kahneman explains that even short-term memory is limited, a memory from only 15 minutes ago can be remembered differently, and this has an impact on your decision making.

A memory that neglects duration will not serve our preference for long pleasure and short pains. Kahneman uses the example of a failed marriage to explain the memory issue. What you fail to remember is the years and years of happiness and love that you enjoyed. But unfortunately, we are predisposed to remember the bad parts, and that is then taken forward to help make future decisions. There are many variants of positive feelings, including love, and joy. Negative emotions also come in many varieties, including anger and loneliness.

Kahneman explains that positive and negative emotions are totally capable of co-existing and being present at the same time. However, we are also capable to table moments in our life as one or the other.

Thinking Fast and Slow by Daniel Kahneman [BOOK SUMMARY & PDF]

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In this book, Kahneman describes the ways in which we think or make decisions — and how those ways work against and with one another. System 1 thinking is better described as our intuition, which relies on subconscious information and prior experience to make a decision. System 2 is logical and deliberate, and it requires careful consideration of reasonable information to make a decision. However, this type of thinking is also prone to excessive bias and will always look for things to confirm your suspicions. Thus, System 1 thinking can get us into big trouble or cause us to emotionally react when it is not necessary. System 2 thinking often requires you to seek out alternative opinions to counteract your own internal biases. System 1 thinking, as a result, is often preoccupied with loss or fear or focused on avoiding risks and negative reactions.

Daniel Kahneman, recipient of the Nobel Prize in Economic Sciences for his seminal work in psychology challenging the rational model of judgment and decision making, is one of the world's most important thinkers. His ideas have had a profound impact on many fields-including business, medicine, and politics-but until now, he has never brought together his many years of research in one book. In Thinking, Fast and Slow, Kahneman takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think and make choices. One system is fast, intuitive, and emotional; the other is slower, more deliberative, and more logical. Kahneman exposes the extraordinary capabilities-and also the faults and biases-of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behaviour.

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