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 product is the package and the product combined.

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.

• 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...

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

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

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

• defensiveness
• stonewalling
• criticism
• contempt

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

"Thin-slicing refers to the ability of our unconscious to find patterns in situations and behavior based on very narrow slices of experience."

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.

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

• 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.

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

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.

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.

"What once was ugly has become beautiful.

• ... 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...