Thinking,+Fast+and+Slow+by+Daniel+Kahneman


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Drawing on decades of research in psychology that resulted in a Nobel Prize in Economic Sciences, Daniel Kahneman takes readers on an exploration of what influences thought example by example, sometimes with unlikely word pairs like "vomit and banana." System 1 and System 2, the fast and slow types of thinking, become characters that illustrate the psychology behind things we think we understand but really don't, such as intuition. Kahneman's transparent and careful treatment of his subject has the potential to change how we think, not just about thinking, but about how we live our lives. = About the Author = Daniel Kahneman is an Israeli-American psychologist notable for his work on the psychology of judgment and decision-making, as well as behavioral economics, for which he was awarded the 2002 Nobel Memorial Prize in Economic Sciences. **Discussion Questions** 1. At the opening of //Thinking, Fast and Slow //, Kahneman discusses the “proverbial office water- cooler” as the ideal setting in which readers could use knowledge gained from his book. Why do you think Kahneman makes a point of mentioning gossip so early on? How do you see his claims about the connection between gossip and better decision making playing out in the book and in your own lives?
 * Book Summary **

2. Everyone has his or her favorite “cognitive biases” described in the book. Discuss what you felt were the most surprising, resonant, sugges- tive, or memorable of the biases, fallacies, and illusions that Kahneman explores. What captured your imagination about these particular ones?

3. On the flip side, what did you think were the least persuasive parts of Kahneman’s arguments? What conclusions did you doubt or disbelieve? Were there experiments whose results you questioned?

4. Even though Kahneman discusses the “optimistic bias,” he also says, “If you were allowed one wish for your child, seriously consider wishing him or her optimism.” using this as a jumping-off point, discuss what is useful about our cognitive biases. What are the “upsides” to the irrational thinking we are all sometimes guilty of? Would we be happier if we were free of all our biases?

5. The Atlantic has called Kahneman the anti–Malcolm Gladwell. Do you agree? How does //<span style="font-family: arial,sans-serif;">Thinking, Fast and Slow //<span style="background-color: #ffffff; font-family: arial,sans-serif;"> compare in argument and approach to other books you may have read about human rationality and behavior?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">6. Kahneman writes: “I have made much more progress in recognizing the errors of others than my own.” Based on your reading of //<span style="font-family: arial,sans-serif;">Thinking, Fast and Slow //<span style="background-color: #ffffff; font-family: arial,sans-serif;"> what practices, behaviors, or activities do you think we could cultivate to strengthen System 2’s effortful thinking over System’s 1’s automatic responses? How optimistic are you about the results over time? Which of the biases do you think would be the most difficult to uproot?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">7. “Self-help” books are traditionally thought to empower us to take greater control over our own lives, but //<span style="font-family: arial,sans-serif;">Thinking, Fast and Slow //<span style="background-color: #ffffff; font-family: arial,sans-serif;"> also calls into question the limits of our rationality. Do you think //<span style="font-family: arial,sans-serif;">Thinking, Fast and Slow //<span style="background-color: #ffffff; font-family: arial,sans-serif;"> works as a piece of self-help literature? After reading it, do you feel more or less “in control”?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">8. As Kahneman explains, systematic biases play a substantial role not only in our own lives, but in the functioning of groups, businesses, and even societies. Discuss examples from politics, culture, or current affairs that you feel demonstrate certain biases.

<span style="background-color: #ffffff; font-family: arial,sans-serif;">9. Kahneman’s arguments have been applied widely throughout a variety of industries and disciplines, and many of the cognitive biases (includ- ing framing, availability, anchors, and the planning fallacy) have serious implications for professional practice. Can you observe biases—and the exploitation of those biases—in your professional environment? Would you take advantage of the cognitive biases Kahneman describes in your professional life?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">10. Kahneman devotes all of Part 3 to examining “overconfidence.” Why does this subject deserve its own section? In what ways is it a concern throughout the book?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">11. In Part 4, Kahneman discusses the ways we evaluate losses and gains, and concludes that human beings tend to be loss averse. Discuss the examples of these behaviors that he explores, and consider how much your own thinking about risk and reward has changed as a result. Would you make bets now that you wouldn’t have made before, following his advice to “think like a trader”? Does knowing about the “possibility effect,” for instance, change your attitude toward playing the lottery or mitigate fears about certain dangerous but rare occurrences like accidents, terrorism, and disease?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">12. Kahneman writes in the introduction that “[a] recurrent theme of this book is that luck plays a large role in every story of success.” Discuss the role of luck in //<span style="font-family: arial,sans-serif;">Thinking, Fast and Slow //<span style="background-color: #ffffff; font-family: arial,sans-serif;">, considering especially how it relates to Kahneman’s treatment of the world of business and finance. Do you think Kahneman’s strong emphasis on luck in stories of success and good fortune is justified?

<span style="background-color: #ffffff; font-family: arial,sans-serif;">13. On the last page of his book, Kahneman writes that the “remarkable absence of systematic training for the essential skill of conducting efficient meetings” is one way that decision making could be improved in an organization. u sing Kahneman’s research, discuss other ways that you think efficiency and effectiveness might be improved at organizations you deal with regularly.

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