• ... just because something is outside of awareness doesn't mean it's outside of our control...
• ... truly successful decision-making relies on the balance between deliberate and instinctive thinking.
• ... in a good decision-making frugality matters.
• for the m...

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 ab explanation for.

• All of us gravitate towards things that mean something to us, for most of us, that's people. But if people don't anchor meaning for you, then you seek something that does."
• Our mind, faced with life-threatening situations, drastically limits the range and amount of information that w...

We live in a world that assumes that the quality of a decision is directly related to the time and effort that went into making it.

"What once was ugly has become beautiful.

Our unconscious is a powerful force, but it is fallible...it can be thrown off, distracted, and disabled.

1. Extraversion
2. Agreeableness
3. Emotional Stability
4. Conscientiousness
5. Openness to experience

*for more detailed information about this, go to page 34 of the book BLINK

... the only true way to listen is with your ears and your heart.

So, when should we trust our instinct, and when should we be wary of them?

WOMEN ARE MORE CRITICAL AND MEN ARE MORE LIKELY TO STONEWALL.

The power of knowing, in that first two seconds, is not a gift given magically to a fortunate few. It is an ability that we can all cultivate for ourselves.

... decisions made very quickly can very bit as good as decisions made cautiously and deliberately.

The IAT was devised by Anthony G. Greenwald, Mahzarian Banaji, and Brian Nosek, and it is based on a seemingly obvious but nonetheless quite profound observation.

This new notion of adaptive unconsciousness is thought of instead, as a kind of giant computer that quickly and quietly processes a lot of the data we need in order to keep functioning as human beings.

The power of adaptive unconsciousness, high-level sophisticated thinking to the u...

• Our snap judgments and first impressions can be educated and controlled.
• Our snap judgments can be made in a snap because they are frugal, and id we want to protect our snap judgments, we have to take steps to protect that frugality.

We need to respect the fact that it is possible to know without knowing why we know and accept that - sometimes - we're better off that way.

We learn by example and by  direct experience because there are real limits to the adequacy of verbal instructions.

• defensiveness
• stonewalling
• criticism
• contempt

Contempt is closely related to disgust, and what disgust and contempt are about is completely rejecting and excluding from the community.

The product is the package and the product combined.