Intuition is not some magical property that arises unbidden from the depths of our mind. It is a product of long hours and intelligent design, of meaningful work environments and particular rules and principles. This book shows us how we can hone our instinctive ability to know in an instant, helping us to bring out the best in our thinking and become better decision-makers in ...
Intuition is not some magical property that arises unbidden from the depths of our mind. It is a product of long hours and intelligent design, of meaningful work environments and particular rules and principles. This book shows us how we can hone our instinctive ability to know in an instant, helping us to bring out the best in our thinking and become better decision-makers in our homes, offices and in everyday life. Just as he did with his revolutionary theory of the tipping point, Gladwell reveals how the power of blink' could fundamentally transform our relationships, the way we consume, create and communicate, how we run our businesses and even our societies.You'll never think about thinking in the same way again.
Have you ever wondered why so many mediocre people find their way into positions of authority in companies and organizations? It's because when it comes to even the most important positions, our selection decisions are a good deal less rational than we think. We see a tall person and we swoon. (查看原文)
This book is all about those moments when we "know"something without knowing why. The author, one of the world's most original thinkers, explores the phenomenon of "Blink",showing how a snap judgement can be far more effective than a cautious decisoion...
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We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.
2017-06-24 15:09:06
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.引自 ／
1. When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of personal life, we should be governed, I think, by the deep inner needs of our nature. by Sigmund...
2014-11-10 20:13:20
1. When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of personal life, we should be governed, I think, by the deep inner needs of our nature.
by Sigmund Freud
2. Thin-slicing in thinking: get unconscious for the critical points for judgement.
3. What prepares for critical blinking speed decision making is a large amount of practice and experience in life for the subject matter.
4. Unconscious bias is rooted in mind.
When the screen created a pure Blink moment, a small miracle happened, the kind of small miracle that is always possible when we take charge of the first two seconds; they saw her for who she truly was. We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we don't really have an explanation for. We need to accept our ignorance and say '...
2014-07-06 19:24:17
When the screen created a pure Blink moment, a small miracle happened, the kind of small miracle that is always possible when we take charge of the first two seconds; they saw her for who she truly was.
We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we don't really have an explanation for.
We need to accept our ignorance and say 'I don't know' more often.
The Warren Harding error is the dark side of rapid cognition. It is at the root of a good deal of prejudice and discrimination. It's why, on more occasions than we may care to admit, utter mediocrities sometimes end up in positions of enormous responsibility.
Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions — we cab alter the way we thin-slice — by changing the experiences that comprise those impressions.
But it had one overwhelming advantage allowing people to operate without having to explain themselves constantly turns out to be like the rule of agreement in improv. It enables rapid cognition.
"When you start becoming reflective about the process, it undermines your ability. You lose the flow. There are certain kinds of fluid, intuitive, nonverbal kinds of experience that are vulnerable to this process."
Insight is not a lightbulb that goes off inside our head. It is a flickering candle that can easily be snuffed out.
In the act of tearing something apart, you lose its meaning.
In fact — and this is a key point in explaining the breakdown of Blue Team that day in the Gulf — that extra information is more than useless. It's harmful. It confuses the issues. What screws up doctors when they are trying to predict heart attacks is that they take too much information into account.
Truly successful decision making relies on a balance between deliberate and instinctive thinking.
In good decision making, frugality matters.
Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.
A bad movie is always a bad movie. The problem is that buried among the things that we hate is a class of products that are in the category only because they are weird. They make us nervous. They are sufficiently different that it takes us some time to understand that we actually like them.
When we become expert in something, our tastes grow more esoteric and complex. What I mean is that it is really only experts who are able to reliably account for their reactions.
What happens is that we come up with a plausible-sounding reason for why we might like or dislike something, and then we adjust our true preference to be in line with that plausible-sounding reaction.
Our unconscious reactions come out of a locked room, and we can't look inside that room. But with experience we can become expert at using our behavior and our training to interpret — and decode — what lies behind our snap judgments and first impressions.
Whenever we have something that we are good at — something we care about — that experience and passion fundamentally change the nature of our first impressions.
The information on our face is not just a signal of what is going on inside our mind. In a certain sense, it is what is going on inside our mind.
We think of the face as the residue of emotion. What this research showed, though, is that the process works in the opposite direction as well. Emotion can also start on the face.
"When you remove time," de Becker says, "you are subject to the lowest-quality intuitive reaction."
"When we make a split-second decision," Payne says, "we are really vulnerable to being guided by our stereotypes and prejudices, even ones we may not necessarily endorse or believe."
Mind reading, as well, is an ability that improves with practice.引自 Blink
The first task of Blink is to convince you of a simple fact: decisions made very quickly can be every bit as good as decisions made cautiously and deliverately. The second task is to let you know, when shoudl we trust our instincts, and when should we be wary of them? The third and most important task is to convince you that our snap judgments and first impressions can be educated and controlle...
2012-03-16 00:24:08
The first task of Blink is to convince you of a simple fact: decisions made very quickly can be every bit as good as decisions made cautiously and deliverately.
The second task is to let you know, when shoudl we trust our instincts, and when should we be wary of them?
The third and most important task is to convince you that our snap judgments and first impressions can be educated and controlled.
1. Blink can be good
2. Blink can be wrong
3. Blink can be improved
Sounds interesting.
Have you ever wondered why so many mediocre people find their way into positions of authority in companies and organizations? It's because when it comes to even the most important positions, our selection decisions are a good deal less rational than we think. We see a tall person and we swoon.
2013-02-15 21:37:11
Have you ever wondered why so many mediocre people find their way into positions of authority in companies and organizations? It's because when it comes to even the most important positions, our selection decisions are a good deal less rational than we think. We see a tall person and we swoon.引自 THREE - The Warren Harding Error
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.
2017-06-24 15:09:06
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.引自 ／
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.
2017-06-24 15:09:06
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.引自 ／
1. When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of personal life, we should be governed, I think, by the deep inner needs of our nature. by Sigmund...
2014-11-10 20:13:20
1. When making a decision of minor importance, I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of personal life, we should be governed, I think, by the deep inner needs of our nature.
by Sigmund Freud
2. Thin-slicing in thinking: get unconscious for the critical points for judgement.
3. What prepares for critical blinking speed decision making is a large amount of practice and experience in life for the subject matter.
4. Unconscious bias is rooted in mind.
When the screen created a pure Blink moment, a small miracle happened, the kind of small miracle that is always possible when we take charge of the first two seconds; they saw her for who she truly was. We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we don't really have an explanation for. We need to accept our ignorance and say '...
2014-07-06 19:24:17
When the screen created a pure Blink moment, a small miracle happened, the kind of small miracle that is always possible when we take charge of the first two seconds; they saw her for who she truly was.
We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we don't really have an explanation for.
We need to accept our ignorance and say 'I don't know' more often.
The Warren Harding error is the dark side of rapid cognition. It is at the root of a good deal of prejudice and discrimination. It's why, on more occasions than we may care to admit, utter mediocrities sometimes end up in positions of enormous responsibility.
Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions — we cab alter the way we thin-slice — by changing the experiences that comprise those impressions.
But it had one overwhelming advantage allowing people to operate without having to explain themselves constantly turns out to be like the rule of agreement in improv. It enables rapid cognition.
"When you start becoming reflective about the process, it undermines your ability. You lose the flow. There are certain kinds of fluid, intuitive, nonverbal kinds of experience that are vulnerable to this process."
Insight is not a lightbulb that goes off inside our head. It is a flickering candle that can easily be snuffed out.
In the act of tearing something apart, you lose its meaning.
In fact — and this is a key point in explaining the breakdown of Blue Team that day in the Gulf — that extra information is more than useless. It's harmful. It confuses the issues. What screws up doctors when they are trying to predict heart attacks is that they take too much information into account.
Truly successful decision making relies on a balance between deliberate and instinctive thinking.
In good decision making, frugality matters.
Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.
A bad movie is always a bad movie. The problem is that buried among the things that we hate is a class of products that are in the category only because they are weird. They make us nervous. They are sufficiently different that it takes us some time to understand that we actually like them.
When we become expert in something, our tastes grow more esoteric and complex. What I mean is that it is really only experts who are able to reliably account for their reactions.
What happens is that we come up with a plausible-sounding reason for why we might like or dislike something, and then we adjust our true preference to be in line with that plausible-sounding reaction.
Our unconscious reactions come out of a locked room, and we can't look inside that room. But with experience we can become expert at using our behavior and our training to interpret — and decode — what lies behind our snap judgments and first impressions.
Whenever we have something that we are good at — something we care about — that experience and passion fundamentally change the nature of our first impressions.
The information on our face is not just a signal of what is going on inside our mind. In a certain sense, it is what is going on inside our mind.
We think of the face as the residue of emotion. What this research showed, though, is that the process works in the opposite direction as well. Emotion can also start on the face.
"When you remove time," de Becker says, "you are subject to the lowest-quality intuitive reaction."
"When we make a split-second decision," Payne says, "we are really vulnerable to being guided by our stereotypes and prejudices, even ones we may not necessarily endorse or believe."
Mind reading, as well, is an ability that improves with practice.引自 Blink
Hammer_
某某某
Peter YU
鹤临
We don’t deliberately choose our unconscious attitudes, we may not even even be aware of them. The giant computer that is our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.
When the screen created a pure Blink moment, a small miracle happened, the kind of small miracle that is always possible when we take charge of the first two seconds; they saw her for who she truly was. We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we don't really have an explanation for. We need to accept our ignorance and say '...
1 有用 mustard 2013-01-19 21:48:58
仅有实例无技巧 更像一份报告
0 有用 Sburrow 2013-07-22 13:15:33
读完The Invisible Gorilla，更心安理得地坚定了弃读此书的想法。确实是逻辑有问题。可惜了买书钱。
0 有用 盲鹿 2014-09-01 20:16:48
被书店老头拉着讲了四十分钟买了这本书，初读有趣，多读无聊，同一个问题不停地用不同的例子来证明，且并没有特别强的理论依据，相比专业人士，作者就是单纯的从记者角度来写报道而已，后半本快速翻过去了
0 有用 Fairness 2014-12-06 16:52:44
作者却是用了很多例子来说明他的观点,对于做marketing和希望自己能有一个比较清晰思维的读者而言，是本值得花时间一读的书，因为确实给了不少新的观点和角度去认识人的潜意识，以及做判断时候的闪光点。
0 有用 一瓶子蕨 2012-10-25 14:09:21
some width, no depth.
0 有用 stone 2021-10-02 20:06:34
社会科学类科普读物。最后几章有点啰嗦。
0 有用 子不语 2019-12-15 16:27:04
很会讲故事，英文阅读流畅
0 有用 木木打击 2019-05-04 13:10:36
有时事发紧急或者事情复杂，我们无法通盘理解所面对的局面。这种情况下应该“根据少量信息快速做出决断”。这种“快速决断”有三个要点。1，要现地现物，依据少量的信息做决定。而不是完全没有信息，全靠预设的想象。2，不要企图获得全部的信息和完美的分析。3，少量信息应该是关键的信息，无效信息也是没有意义的。在找关键信息这方面专业技能能够起作用。总而言之，关键时刻关键思考使我们做出正确的临机决断。
0 有用 cathryn 2018-08-24 09:38:32
当一个一个小故事读挺有意思，凑到一起有些乱。
0 有用 SuperBAO 2018-02-12 04:02:54
The first two seconds can change a lot. Make good use of it.