"Thin-slicing refers to the ability of our unconscious to find patterns in situations and behavior based on very narrow slices of experience."<ul><li>but thin-slicing has to be done in context</li></ul>

THIN-SLICING

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.

Human Storytelling

<ul><li>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."</li><li>Our mind, faced with life-threatening situations, drastically limits the range and amount of information that we have to deal with.</li><li>Arousal leaves us mind-blind.</li></ul>

Something to Remember

... there can be value in a blink of an eye

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

Reminder

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

The last idea

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

The 2nd task of BLINK

"What once was ugly has become beautiful.

"AERON" office chair

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

Women and Men

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

The 1st task of BLINK

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.

Implicit Association Test

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.

TIME and QUALITY

<ul><li>Our snap judgments and first impressions can be educated and controlled.</li><li>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.</li></ul>

SNAP

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.

Know without Knowing

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

Notes:

<ul><li>defensiveness</li><li>stonewalling</li><li>criticism</li><li>contempt</li></ul>Contempt is closely related to disgust, and what disgust and contempt are about is completely rejecting and excluding from the community.

The FOUR Horsemen

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.

The power of KNOWING

<ul><li>... just because something is outside of awareness doesn't mean it's outside of our control...</li><li>... truly successful decision-making relies on the balance between deliberate and instinctive thinking.</li><li>... in a good decision-making frugality matters.</li><li>for the most important decisions, there is no certainty</li></ul>

<ol><li>Extraversion</li><li>Agreeableness</li><li>Emotional Stability</li><li>Conscientiousness</li><li>Openness to experience</li></ol>*for more detailed information about this, go to page 34 of the book BLINK

BIG FIVE THEORY

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 unconsciousness.

ADAPTIVE UNCONSCIOUSNESS

The product is the package and the product combined.

Product

This book is very complex for me. It is different. I highly recommend for you to read the whole book. There are so much stories and information served into bits for easier comprehension. You never know what you'll learn from BLINK.

From the #1 bestselling author of The Bomber Mafia, the landmark book that has revolutionized the way we understand leadership and decision making. In his breakthrough bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within. Blink is a book about how we think without thinking, about choices that seem to be made in an instant--in the blink of an eye--that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work--in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others? In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police. Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"--filtering the very few factors that matter from an overwhelming number of variables.

productivity

Productivity

personaldevelopment

Personal Development

books

Books

From the #1 bestselling author of The Bomber Mafia, the landmark book that has revolutionized the way we understand leadership and decision making. In his breakthrough bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within. Blink is a book about how we think without thinking, about choices that seem to be made in an instant--in the blink of an eye--that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work--in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others? In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police. Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"--filtering the very few factors that matter from an overwhelming number of variables.

Malcolm Gladwell is the author of five New York Times bestsellers—The Tipping Point, Blink, Outliers, What the Dog Saw, and David and Goliath. He is also the co-founder of Pushkin Industries, an audio content company that produces the podcasts Revisionist History, which reconsiders things both overlooked and misunderstood, and Broken Record, where he, Rick Rubin, and Bruce Headlam interview musicians across a wide range of genres. Gladwell has been included in the TIME 100 Most Influential People list and touted as one of Foreign Policy's Top Global Thinkers.

Implicit Association Test

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