Thinking, Fast and Slow

Front Cover
Doubleday Canada, Apr 2, 2013 - Decision making - 512 pages

Two systems drive the way we think and make choices, Daniel Kahneman explains: System One is fast, intuitive, and emotional; System Two is slower, more deliberative, and more logical. Examining how both systems function within the mind, Kahneman exposes the extraordinary capabilities as well as the biases of fast thinking and the pervasive influence of intuitive impressions on our thoughts and our choices. Engaging the reader in a lively conversation about how we think, he shows where we can trust our intuitions and how we can tap into the benefits of slow thinking, contrasting the two-system view of the mind with the standard model of the rational economic agent.

Kahneman's singularly influential work has transformed cognitive psychology and launched the new fields of behavioral economics and happiness studies. In this path-breaking book, Kahneman shows how the mind works, and offers practical and enlightening insights into how choices are made in both our business and personal lives--and how we can guard against the mental glitches that often get us into trouble.

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User Review  - RobertDay - LibraryThing

I bought a copy of this book on the recommendation of a colleague in the software testing community, and I struggled with it until bailing out at around the 65% mark. The basic premise, that we have a ... Read full review

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User Review  - grandpahobo - LibraryThing

This is a fascinating book. The author explains how the human mind works is a detailed, yet easily understood fashion. I have purchased copies for both my children and will re-read it again. Read full review

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About the author (2013)

DANIEL KAHNEMAN is Eugene Higgins Professor of Psychology Emeritus at Princeton University and a professor of public affairs at the Woodrow Wilson School of Public and International Affairs. He is the only non-economist to have won the Nobel Prize in Economic Sciences; it was awarded to him in 2002 for his pioneering work with Amos Tversky on decision-making.

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