THINKING,
FAST AND SLOW
By
Daniel Kahneman,
Reviewed by
Geoffrey W. Sutton
FAST AND SLOW
By
Daniel Kahneman,
Reviewed by
Geoffrey W. Sutton
Kahneman’s analysis of thinking in Thinking, Fast and Slow, is close to a metatheory of human nature. In highly readable prose he explains how numerous psychological experiments document the interplay of two ways human brains process and act upon the myriad of stimuli encountered in daily life. Many reviews have extolled the brilliance of the book and its Nobel-prize winning author. My skeptical bias against excessive public endorsements was on high alert until I began to read. My copy has so many notes that it was hard to condense them for this review. I must confess, this was one of the best psychology books I have ever read.
Daniel Kahneman is Eugene Higgins Professor of Psychology Emeritus
at Princeton University and Professor of Psychology and Public Affairs Emeritus
at Princeton’s Woodrow Wilson School of Public and International Affairs. His
work with Amos Tversky on decision-making earned him the 2002 Nobel Prize in
Economic Sciences. If Amos had not died in 1996, he would have shared the
prize. I have included two primary references (Kahneman & Tversky, 1984;
Tversky & Kahneman, 1974) cited by the Nobel committee as examples of
research articles you may wish to obtain.
Return to the title for a moment. The four words aptly describe the
way we think and the sequence matters. Fast
thinking is the norm. We quickly orient to the sound of a loud bang. If
it’s July 4th in the USA, we easily attribute the BOOM to a partying neighbor
rather than some mischief-maker. On a drive, we speedily process a garish image
and a few inviting words writ large on a billboard. Almost without thinking, we detect a hurt facial response in a partner and
quickly search available memory for an answer to the internal prompt, “What did
I say?”
The second concept in the title is slow thinking. Slow thinking is that arduous process most of humanity avoids most of each day. It is the thinking that requires cognitive effort to focus carefully on a set of stimuli whilst ignoring other internal and external distractions so we can search memory and employ other resources to solve a problem. Sometimes the problems are not incredibly difficulty but the answers do not quickly arise in our consciousness like recalling our telephone number or slowing down and scanning more carefully when guiding our car into a narrow parking slot. The components of the thinking process appear to be organized into these two major systems, simply labeled System I and System II.
System I is automatic and works well enough for most daily activities. People cannot be vigilant all day, Kahneman points out. System II seems to engage as needed to address more complex situations. The effort required by System II does not come easily and seems to slow down not just thought, but the entire person as we might interrupt a walk to formulate an answer to an unusual question.
The second concept in the title is slow thinking. Slow thinking is that arduous process most of humanity avoids most of each day. It is the thinking that requires cognitive effort to focus carefully on a set of stimuli whilst ignoring other internal and external distractions so we can search memory and employ other resources to solve a problem. Sometimes the problems are not incredibly difficulty but the answers do not quickly arise in our consciousness like recalling our telephone number or slowing down and scanning more carefully when guiding our car into a narrow parking slot. The components of the thinking process appear to be organized into these two major systems, simply labeled System I and System II.
System I is automatic and works well enough for most daily activities. People cannot be vigilant all day, Kahneman points out. System II seems to engage as needed to address more complex situations. The effort required by System II does not come easily and seems to slow down not just thought, but the entire person as we might interrupt a walk to formulate an answer to an unusual question.
This story of
thinking unfolds in 38 chapters organising diverse dimensions of cognition into
five parts:
Two Systems,
Heuristics and Biases,
Overconfidence,
Choices, and
Two Selves.
Most of us seem to get along pretty well most of the time. But there
are those moments when mistakes are costly. Truth is, many decisions are
adequate but hardly based on refined decision-making models that employ logical
analyses or even well-defined probability models. Heuristics and biases appear
to account for the link between thinking and human behavior. Our propensity to
respond based on available cues in our environment or memory, to assess
situations based on plausible causes, and erroneously predict behavior can lead
to significant difficulties for individuals, groups, or even nations. Part II
offers a broad review of these cognitive errors.
Overconfidence is the essence of Part III. People tend toward excessive
optimism and overconfidence. We experience illusions of understanding and
validity. We are prone to excessive and often misplaced trust in experts. In
Part IV, Kahneman reviews choice theory, which he explains using everyday
examples. We leave this part of the narrative better equipped to detect factors
apt to lead us astray. In part V, Kahneman offers a helpful review and leaves
us with thoughts about life.
It is easy to see how Kahneman’s work would be of interest to academicians and researchers. But the implications for psychotherapists are far reaching as well because they illustrate how hard it is to interrupt error-prone cognitive-behavioral patterns to apply some new cognitive frame or employ a new behavioral response to recurrent life situations. Rituals and responses often labeled as spiritual or religious appear to be System I responses except when interrupted by troubling experiences that place our scripts on pause an induce a search for resources. An awareness of biases and the role of heuristics and overconfidence is relevant to clinicians, clinical supervisors, consultants, and clients. There’s a time for System I and a time for System II.
It is easy to see how Kahneman’s work would be of interest to academicians and researchers. But the implications for psychotherapists are far reaching as well because they illustrate how hard it is to interrupt error-prone cognitive-behavioral patterns to apply some new cognitive frame or employ a new behavioral response to recurrent life situations. Rituals and responses often labeled as spiritual or religious appear to be System I responses except when interrupted by troubling experiences that place our scripts on pause an induce a search for resources. An awareness of biases and the role of heuristics and overconfidence is relevant to clinicians, clinical supervisors, consultants, and clients. There’s a time for System I and a time for System II.
Book Link: THINKING, FAST AND SLOW
Kahneman,
D. & Tversky, A. (1985). Choices, values, and frames. American Psychologist, 34,
571-582.
Sutton, G. W. (2012).
[Review of the book Thinking: Fast and
slow by Daniel Kahneman]. Journal of
Psychology and Christianity, 31,
373-375. ResearchGate Link Academia Link
Tversky,
A. & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and
biases. Science, 185, 1124-31.
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