• book

From the Publisher

This is a summary of Daniel Kahneman's book entitled Thinking, Fast and Slow. In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation―each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives―and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

Available in a variety of formats, this summary is aimed for those who want to capture the gist of the book but don't have the current time to devour all 512 pages. You get the main summary along with all of the benefits and lessons the actual book has to offer. This summary is not intended to be used without reference to the original book.

Published: Ant Hive Media on
ISBN: 9781311959874
List price: $3.95
Read on Scribd mobile: iPhone, iPad and Android.
Availability for Daniel Kahneman's Thinking, Fast and Slow Summary
With a 30 day free trial you can read online for free
  1. This book can be read on up to 6 mobile devices.

Related Articles

Nautilus
4 min read
Self-Improvement

The Death of Hundreds Is Just a Statistic—But It Doesn’t Have to Be

Imagine that tomorrow I were to show you a newspaper article describing a deadly wildfire. Do you think you’d be more upset upon reading that 10,000 people died than if you read that five people died? This scenario makes people engage in affective forecasting—predicting their future emotional states. We expect that hearing about 10,000 deaths would make us sadder than hearing about five deaths. But that’s not what happens. Social psychologists Elizabeth W. Dunn and Claire Ashton-James ran a study in which half of the participants received short briefs about longer newspaper articles. Some g
Entrepreneur
1 min read
Religion & Spirituality

The 5 Traits You Need to Dominate Any Industry

If great minds think alike, it stands to reason that great people, no matter their field, have similar habits. In their book The Art of Doing: How Superachievers Do What They Do and How They Do It So Well, Camille Sweeney and Josh Gosfield found several common qualities shared by ubersuccessful individuals. Try adopting some of them in your quest for greatness. 1. Self-awareness. Instead of blaming a failure on external factors--the economy, the government, even the weather--those at the top of their game look inward to determine where their own assumptions and biases failed them. 2. Dedicatio
Nautilus
10 min read
Psychology

How Your Brain Decides Without You: In a world full of ambiguity, we see what we want to see.

Princeton’s Palmer Field, 1951. An autumn classic matching the unbeaten Tigers, with star tailback Dick Kazmaier—a gifted passer, runner, and punter who would capture a record number of votes to win the Heisman Trophy—against rival Dartmouth. Princeton prevailed over Big Green in the penalty-plagued game, but not without cost:  Nearly a dozen players were injured, and Kazmaier himself sustained a broken nose and a concussion (yet still played a “token part”). It was a “rough game,” The New York Times described, somewhat mildly, “that led to some recrimination from both camps.”  Each said the o