“Thinking, Fast and Slow” is a book by Dr. Daniel Kahneman, a legendary psychology professor at Princeton who has performed pioneering research in the psychology of judgment and decision-making. Avoiding cognitive traps is an important part of increasing your intelligence. This post has some notes from the book.
• People tend to assess the relative importance of issues by the ease with which they are retrieved from memory.
• Because public interest is most easily aroused by dramatic events and by celebrities, media feeding frenzies are common.
• A study found that the pupils dilate when people are engaged in mental effort.
• Switching from one task to another is effortful, especially under time pressure.
• Measures of efficiency in the control of attention predict performance of air traffic controllers and of Air Force pilots beyond the effects of intelligence.
• People who are cognitively busy are more likely to make selfish choices, use sexist language, and make superficial judgments in social situations.
• Forms of voluntary effort (cognitive, emotional, physical) draw on a shared pool of mental energy that can be depleted.
• Self-control relies on sufficient glucose.
• When people believe a conclusion is true, they are also very likely to believe arguments that appear to support it, even when these arguments are unsound.
• A study of children using computer games designed to demand attention and control found that training attention also improved scores on nonverbal tests of intelligence.
• Your actions and emotions can be primed by events of which you are not even aware.
• A study had one group of students unscrambled sentences with words associated with the elderly. The experimental group was found to walk out of the office significantly more slowly than the control group.
• A study had students walk around a room at about one-third of their normal pace. After this experience, the students were much quicker to recognize words related to old age.
• A study found that smiling increases positive experiences while shaping the face into a frown leads to an increased emotional response to upsetting pictures.
• A study found that support for propositions to increase the funding of schools was greater when people were exposed to images of classrooms and school lockers.
• A study found that people primed with images of money persevered longer in solving a difficult problem and were less willing to spend time helping another student.
• Words that you have seen before become easier to see again.
• A reliable way to make people believe in falsehoods is frequent repetition.
• Simpler language is better than complex language for making people think you are credible and intelligent.
• Aphorisms are judged as more insightful when they rhyme.
• People give more credence to a source that is easy to pronounce.
• A study found that investors believe that stocks with fluent names will earn higher returns than stocks with unpronounceable names.
• Studies have found that information or images that have been presented more frequently are rated more favorably.
• An experiment found that putting subjects in a good mood improved performance on an intuitive task.
• Studies of brain responses have shown that violations of normality are detected with astonishing speed and subtlety.
• The tendency to like (or dislike) everything about a person – including things you have not observed – is known as the halo effect.
• To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other.
• The confidence that individuals have in their beliefs depends mostly on the quality of the story they can tell about what they see, even if they see little.
• Different ways of presenting the same information often evoke different emotions.
• An experiment found that we are endowed with an ability to evaluate, in a single glance at a stranger’s face, two potentially crucial facts about that person: how dominant (and therefore potentially threatening) he is, and how trustworthy he is, whether his intentions are more likely to be friendly or hostile.
• A study found that people judge competence by combining the two facial dimensions of strength and trustworthiness.
• A random event, by definition, does not lend itself to explanation, but collections of random events do behave in a highly regular fashion.
• These two statements mean exactly the same thing: 1. Large samples are more precise than small samples. 2. Small samples yield extreme results more often than large samples do.
• We do not expect to see regularity produced by a random process, and when we detect what appears to be a rule, we quickly reject the idea that the process is truly random.
• If you follow your intuition, you will more often than not err by misclassifying a random event as systematic.
• The anchoring effect occurs when people consider a particular value for an unknown quantity before estimating that quantity. The estimates tend to stay close to the number that people considered.
• People adjust less (stay closer to the anchor) when their mental resources are depleted.
• Powerful anchoring effects are found in decisions that people make about money, such as when they choose how much to contribute to a cause.
• A study of judges who rolled a pair of dice found that those who rolled a 9 were more likely on average to sentence a shoplifter to 8 months in prison, compared to a judgment of 5 months in those judges who had rolled a 3.
• If you think the other side has made an outrageous proposal in a negotiation, you should not come back with an equally outrageous counteroffer, creating a gap that will be difficult to bridge in further negotiations. Instead you should make a scene, storm out or threaten to do so, and make it clear – to yourself as well as to the other side – that you will not continue the negotiation with that number on the table.
• A strategy of deliberately “thinking the opposite” may be a good defense against anchoring effects, because it negates the biased recruitment of thoughts that produce these effects.
• The availability heuristic is the process of judging frequency by the ease at which instances come to mind.
• Maintaining one’s vigilance against biases is a chore – but the chance to avoid a costly mistake is sometimes worth the effort.
•An experiment found that people who were instructed to frown had more difficulty remembering examples of assertive behavior.
• Some conditions in which people “go with the flow” and are affected more strongly by ease of retrieval than by the content they retrieved:
1. when they are engaged in another effortful task at the same time
2. when they are in a good mood because they just thought of a happy episode in their life
3. if they score low on a depression scale
4. if they are knowledgeable novices on the topic of the task, in contrast to true experts
5. when they score high on a scale of faith in intuition
6. if they are (or are made to feel) powerful
• The ease with which ideas of various risks come to mind and the emotional reactions to these links are inextricably linked.
• An availability cascade is a self-sustaining chain of events, which may start from media reports of a relatively minor event and lead up to public panic and large-scale government action.
• We either ignore small risks altogether or give them far too much weight – nothing in between.
• Rational or not, fear is painful and debilitating, and policy makers must endeavor to protect the public from fear, not only from real dangers.
• Keys to disciplined Bayesian reasoning:
1. Anchor your judgment of the probability of an outcome on a plausible base rate.
2. Question the diagnosticity of your evidence.
• A conjunction fallacy is one which people commit when they judge a conjunction of two events to be more probable than one of the events in a direct comparison.
• Individuals feel relieved of responsibility when they know that others have heard the same request for help.
• Inorder to conclude that a treatment is effective, you must compare a group of patients who receive the treatment to a “control group” that receives no treatment (or, better, receives a placebo). The control group is expected to improve by regression alone, and the aim of the experiment is to determine whether the treated patients improve more than regression can explain.
• Narrative fallacies arise inevitably from our continuous attempt to make sense of the world.
• A general limitation of the human mind is its imperfect ability to reconstruct past states of knowledge, or beliefs that have changed.
• The worse the consequence, the greater the hindsight bias.
• Stories of business success and failure consistently exaggerate the impact of leadership style and management practices on firm outcomes.
• A study of Fortune’s “Most Admired Companies” found that over a twenty-year period, the firms with the worst ratings went on to earn much higher stock returns than the most admired firms.
• The financial industry appears to be built largely on an illusion of skill.
• Evidence from more than fifty years of research is conclusive: for a large majority of fund managers, the selection of stocks is more like rolling dice than like playing poker. Typically at least two out of three mutual funds underperform the overall market in any given year.
• The year-to-year correlation between the outcomes of mutual funds is very small, barely higher than zero.
• High subjective confidence is not to be trusted as an indicator of accuracy.
• To maximize predictive accuracy, final decisions should be left to formulas.
• Formulas that assign equal weights to all the predictors are often superior, because they are not affected by accidents of sampling.
• Intuition adds value, but only after a disciplined collection of objective information and disciplined scoring of separate traits.
• One experience is often sufficient to establish a long-term aversion and fear.
• Statistical algorithms greatly outdo humans in noisy environments for two reasons: they are more likely than human judges to detect weakly valid cues and much more likely to maintain a modest level of accuracy by using such cues consistently.
• The planning fallacy describes plans and forecasts that are unrealistically close to best-case scenarios and which could be improved by consulting the statistics of similar cases.
• The evidence suggests that an optimistic bias plays a role – sometimes the dominant role – whenever individuals or institutions voluntarily take on significant risks.
• A survey found that 81% of entrepreneurs put their personal odds of success at 7 out of 10 or higher.
• The people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.
• Both in explaining the past and in predicting the future, we focus on the causal role of skill and neglect the role of luck. We are therefore prone to an illusion of control.
• A study that asked chief financial officers of large corporations to estimate the returns of the S&P index over the following year found that the financial officers had no clue about the short-term future of the stock market. The correlation between their estimates and the true value was slightly less than zero!
• A study of patients who died in the ICU found that autopsy results showed that clinicians who were “completely certain” of the diagnosis before death were wrong 40% of the time.
• Once you have accepted a theory and used it as a tool in your thinking, it is extraordinary difficult to notice its flaws.
• Selling goods that one would normally use activates regions of the brain that are associated with disgust and pain. Buying also activates these areas, but only when prices are perceived as too high.
• The brains of humans and other animals contain a mechanism that is designed to give priority to bad news.
• We are driven more strongly to avoid losses than to achieve gains.
• Brain imaging has found that the brains of people who are engaged in punishing one stranger for behaving unfairly to another stranger have increased activity in the “pleasure centers” of the brain.
• We tend to overweight small risks and are willing to pay far more than expected value to eliminate them altogether.
• Loss aversion can be reduced if people “think like a trader” (you win some, you lose some).
• An organization that can eliminate both excessive optimism and excessive loss aversion should do so. The combination of the outside view with a risk policy should be the goal.
• The disposition effect describes the preference for selling winners rather than losers in finance.
• The sunk-cost fallacy involves the escalation of commitment to failing endeavors.
• The fear of regret is a factor in many of the decisions that people make.
• People expect to have stronger emotional reactions (including regret) to an outcome that is produced by action than to the same outcome when it is produced by inaction.
• It is the departure from the default that produces regret.
• If you can remember when things go badly that you considered the possibility of regret carefully before deciding, you are likely to experience less of it.
• People who are the least susceptible to framing effects show enhanced activity in a frontal area of the brain that is implicated in combining emotion and reasoning to guide decisions.
• Unless there is an obvious reason to do otherwise, most of us passively accept decision problems as they are framed and therefore rarely have an opportunity to discover the extent to which our preferences are frame-bound rather than reality-bound.
• A study found that about half of participants reported going through an entire day without experiencing an unpleasant episode, while a significant minority of the population experienced considerable emotional distress for much of the day.
• The Gallup World Poll has found that the second-best predictor of the feelings of a day is whether a person did or did not have contacts with friends or relatives.
• Reports of stress and anger are common among parents, but the adverse effects on life evaluation are smaller.
• An analysis of more than 450,000 responses to the Gallup-Healthways Well-Being Index found that a headache increases the proportion reporting sadness and worry from 19% to 38% for individuals in the top two-thirds of the income distribution. A headache increases the proportion of respondents reporting sadness and worry from 38% to 70% in the poorest tenth of people.
• Studies have found no overall difference in experienced well-being between women who lived with a mate and women who did not.
• A disposition for well-being is as heritable as height or intelligence, as demonstrated by studies of twins separated at birth.
• One recipe for a dissatisfied adulthood is setting goals that are especially difficult to attain.
• A study found that students in California enjoyed their climate and students in the Midwest despised theirs, but climate was not an important determinant of well-being.


