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Book Review

Book Review. ‘BLINK’. Malcolm Gladwell has been a staff writer with The New Yorker magazine since 1996 “The Tipping Point: How Little Things Make a Big Difference," (2000) "Blink: The Power of Thinking Without Thinking" (2005)

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Book Review

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  1. Book Review ‘BLINK’

  2. Malcolm Gladwell has been a staff writer with The New Yorker magazine since 1996 • “The Tipping Point: How Little Things Make a Big Difference," (2000) • "Blink: The Power of Thinking Without Thinking" (2005) • A "Malcolm Gladwell story" is an idea-driven narrative, one focused on the mundane rather than the bizarre. It takes you on a journey in and out of research through personal, social, and historical moments, transports you to a place you didn't know you were going to end up, and changes the way you think about an idea.

  3. It's a book about rapid cognition, about the kind of thinking that happens in a blink of an eye. When you meet someone for the first time, or walk into a house you are thinking of buying, your mind takes about two seconds to jump to a series of conclusions. "Blink" is a book about those two seconds

  4. (1) Decisions made very quickly can be every bit as good as decisions made cautiously and deliberately

  5. (2) Our unconscious is a powerful force. But its fallible. Its not always that we always get the "instant truth" of the situation . It can be thrown off, distracted, and disabled. So when should we trust out instincts answer when should we be wary of them? • When our powers of rapid cognition go awry, understanding the situations and set of reasons for it.. Learning when to listen to that powerful onboard computer and when to be wary of it.

  6. (3) To convince you that snap judgments and first impressions can be educated and controlled. As we can teach ourselves to think logically and deliberately, we can also teach ourselves to make better snap judgments.

  7. "rapid cognition“ – “Snap judgments” Many decisions make, are based on previously formed impressions and are competing with subconscious biases such as emotions and projections. Once we become aware of this, we can learn to control rapid cognition by extracting meaning from a "thin slice" of information.

  8. Great decision-makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of `thin slicing' — knowing the very few things that matter."

  9. `Thinking' gets premium attention; but don't discount the unconscious, on that score, because it is "a powerful force", though fallible owing to distractions.

  10. Frugality is a virtue in decision-making, and so `less is more'. Don't, therefore, overload the decision-makers with information, because they'd find it tough to pick up the `signature' or pattern. "To be a successful decision maker, we have to edit." That happens unconsciously, even as you time-slice and recognise patterns and make quick judgments.

  11. Theory of thin slicing “Thin slicing" refers to the ability of our unconscious to find the patterns in situations and behaviors based on the very narrow slices of experience.

  12. when we leap to a decision or have a hunch . It's sifting through the situation in front of us , throwing out all that's irrelevant while we zero in on what really matters. And the truth is that our unconscious is really good at this, to the point where thin-slicing often delivers a better answer than more deliberate and exhaustive ways of thinking.

  13. If you are given too many choices, if you are forced to consider much more than your unconscious is comfortable with, you get paralyzed.

  14. Statue that didn’t looked right. experts felt that "intuitive repulsion" which took team of Getty museum 14 months to understand.

  15. University of Iowa : card game We have some experience.. We think them through ... We develop a theory .. and then we put two and two together... That's the way learning works. logical definitive.. took 80 cards.. slow and requires lot of information. Unconscious is Quick , smart. Problem. it operates entirely below the surface of consciousness sends the message through indirect channels.

  16. Adaptive unconsciousness The only way that human beings have survived as species for as long is that we've developed another kind of decision making apparatus that's capable of making very quick judgments based on very little information..

  17. "The mind operates most efficiently be relegating a good deal of high level, sophisticated thinking to the unconscious. The adaptive unconscious does an excellent job of sizing up the world, warning people of danger, setting goals, and initiating action in a sophisticated and efficient manner. We toggle back and forth between our conscious and unconscious modes of thinking , depending on the situation. "

  18. We are innately suspicious of rapid cognition . We live in a world that assumes that quality of a decision is directly related to the time and effort that went into making it . When doctors are faced with difficult diagnosis, they order for more tests, and when we are uncertain about what we hear , we ask for a second opinion. • we believe that we are always better off gathering as much information as possible and spending as much time as possible in deliberation. we really only trust conscious decision making.

  19. Getting to the bottom of the question of how good a product is requires a more searching exploration of the intricacies of our snap judgments.

  20. Sensation transference--- when people give an assessment of something they might buy in a supermarket or a department store without realizing it, they transfer sensations or impressions that they have about the packaging of the product to the product itself. • Louis Cheskin, believed that most of don't make a distinction -- in an unconscious level --between the package and the product. the product is the package and the product combined.

  21. Testing a product having minor variations on the product that they have seen before.. and the ideas that are truly revolutionary is another matter . • The first impressions of their consumers need interpretation--- • MR provides certainty-- a score ,a prediction - a number,

  22. Improvisation isn’t random and chaotic. it is an art form governed by a series of rules. Basketball, intricate, high speed game filled with split -second decisions , spontaneous • But thats possible only when everyone first engages in hours of repetitive and structured practice. • and agrees to play a carefully defined role on the court. • How good people's decision are under the fast moving , high stress conditions of rapid cognition is a function of training and rules and rehearsal..

  23. verbal overshadowing left part think in words right think in graphics • when you start becoming reflective about the process , it undermines your ability . • One loses the flow, there are certain fluid , intuitive , non verbal kinds of experience that are vulnerable to this process. As human beings , we have incredible abilities of insight and instinct, but they are fragile. Its a flickering candle , and now a lightbulb

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