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Thinking Fast and Slow

Daniel Kahneman

Thinking Fast and Slow Gönderileri

Thinking Fast and Slow kitaplarını, Thinking Fast and Slow sözleri ve alıntılarını, Thinking Fast and Slow yazarlarını, Thinking Fast and Slow yorumları ve incelemelerini 1000Kitap'ta bulabilirsiniz.
>A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth. >İnsanları yalanlara inandırmanın güvenilir bir yolu sık tekrarlamadır çünkü aşinalık gerçeklerden kolayca ayırt edilemez.
>We can be blind to the obvious and we are also blind to our blindness. > Biz bariz olana karşı kör olabiliriz ve biz aynı zamanda körlüğümüze karşı da körüz.
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499 syf.
10/10 puan verdi
"Kahneman"
"Thinking, Fast and Slow" author Daniel Kahneman offers an in-depth examination of the human mind and decision-making processes. The book discusses the differences between our mind's fast and automatic thinking system and its slow and effortful thinking system. Kahneman examines how these two systems of thinking work, how they interact, and why people tend to make some decisions quickly and incorrectly. The book can help readers understand mental processes and make better decisions. The world in our heads is not an exact copy of reality; The pervasiveness and emotional intensity of the messages we are exposed to distort our expectations about the frequency of events. The book explains and evaluates in great detail two different types of thinking: "intuition" (fast) and more calculation or rational thinking (slow). Kahnemann teaches us when to trust our intuition and when to think slowly. It shows us how we make choices in our business and private lives, and how we can use different techniques to avoid the mental mistakes that often get us into trouble.
Thinking Fast and Slow
Thinking Fast and SlowDaniel Kahneman · Penguin Books · 20111,186 okunma
499 syf.
9/10 puan verdi
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34 günde okudu
Kitapta bazi yerlerde tekrar olsa da sistem 1 ve sistem 2 tarzi dusunme ayrimini herkesin ogrenmesinde fayda var.—————————————————————————————————————————————————-
Thinking Fast and Slow
Thinking Fast and SlowDaniel Kahneman · Penguin Books · 20111,186 okunma
Confidence is a feeling, which reflects the coherence of the information and the cognitive ease of processing it. It is wise to take admissions of uncertainty seriously, but declarations of high confidence mainly tell you that an individual has constructed a coherent story in his mind, not necessarily that the story is true.
If a satisfactory answer to a hard question is not found quickly, System 1 will find a related question that is easier and will answer it. I call the operation of answering one question in place of another substitution.
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They didn't want more information that might spoil their story. What you see is all there is.
When asked "If Sam friendly?" different instances of Sam's behavior will come to mind than would if you had been asked "Is Sam unfriendly?" People seek data that are likely to be compatible with the beliefs they currently hold.
Jumping to conclusions is efficient if the conclusions are likely to be correct and the cost of an occasional mistake accetable, and if the jump saves much time and effort. Jumping to conclusions is risky when the situation is unfamiliar, the stakes are high, and there is no time to collect more information.
A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one's guard.
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They were primed to find flaws, and this is exactly what they found.
People who experience flow describe it as "a state of efortless concentration so deep that they lose their sense of time, of themselves, of their problems."
It suggests that 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.
We can be blind to the obvious, and we are also blind to our blindness.
The automatic operations of System 1 generate surprisingly complex patterns of ideas, but only the slower System 2 can construct thoughts in an orderly series of steps.
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