In this chapter, Kahneman discusses the role of heuristics in thinking. He argues that we use heuristics to make quick judgments about the world. He also discusses the different ways that we can use heuristics to improve our thinking.

Chapter 7: A Machine for Jumping to Conclusions

In the second part of the book, Kahneman discusses the different heuristics and biases that we use in thinking. He argues that these heuristics and biases can lead us to make mistakes.

Part 2: Heuristics and Biases 

In the first part of the book, Kahneman introduces his two-system model of thinking. System 1 is fast, intuitive, and effortless. System 2 is slow, deliberate, and effortful. Kahneman argues that we use both systems in everyday life, and that each system has its own strengths and weaknesses.

Part 1: The Two Systems

This is an inspiring idea because it suggests that we can all improve our thinking and make better decisions. It also suggests that we are not slaves to our emotions and biases. We can learn to think more clearly and rationally, and we can make better choices in our lives

Chapter-wise summary of Thinking, Fast and Slow

In this chapter, Kahneman introduces the two systems in more detail. He describes System 1 as "the fast, intuitive, and effortless system" and System 2 as "the slow, deliberate, and effortful system." He also discusses the different ways that the two systems interact.

Chapter 1: The Characters of the Story

Chapter 2: Attention and Effort

In this chapter, Kahneman discusses the role of System 2 in controlling System 1. He argues that System 2 is often lazy, and that it is only activated when System 1 is unable to handle a task. He also discusses the different ways that we can trick System 2 into working harder.

Chapter 3: The Lazy Controller

In this chapter, Kahneman discusses the concept of cognitive ease. He argues that we are more likely to believe information that is easy to understand. He also discusses the different ways that we can make information more easy to understand.

Chapter 5: Cognitive Ease

In this chapter, Kahneman discusses the role of norms, surprises, and causes in thinking. He argues that we are more likely to believe information that is consistent with our existing norms. He also discusses the different ways that we can use norms, surprises, and causes to improve our thinking.

Chapter 6: Norms, Surprises, and Causes

In this chapter, Kahneman discusses the law of small numbers. He argues that we are often fooled by the law of small numbers, and that we make mistakes when we base our judgments on small samples of data.

Chapter 8: The Law of Small Numbers

In this chapter, Kahneman discusses the role of availability, emotion, and risk in thinking. He argues that these factors can lead us to make mistakes when we make judgments about risk.

Chapter 11: Availability, Emotion, and Risk

In this chapter, Kahneman discusses the role of representativeness in thinking. He argues that we are often fooled by representativeness, and that we make mistakes when we base our judgments on this heuristic.

Chapter 12: Tom W's Specialty

In this chapter, Kahneman discusses the Linda problem. He argues that we are often fooled by the Linda problem, and that we make mistakes when we base our judgments on this problem

Chapter 13: Linda: Less is More

In this chapter, Kahneman discusses the anchoring effect. He argues that we are often influenced by the first information that we are given, and that we make mistakes when we base our judgments on this information.

Chapter 9: Anchoring Effects

In this chapter, Kahneman discusses the regression to the mean. He argues that we are often fooled by regression to the mean, and that we make mistakes when we base our judgments on this phenomenon.

Chapter 14: Regression to the Mean

In this chapter, Kahneman discusses the role of associations in thinking. He argues that our brains are constantly making associations between different pieces of information. He also discusses the different ways that we can use associations to improve our thinking

Chapter 4: The Associative Machine

In this chapter, Kahneman discusses the science of availability. He argues that we are more likely to remember information that is easy to recall, and that we make mistakes when we base our judgments on this information.

Chapter 10: The Science of Availability

Major New York Times bestseller Winner of the National Academy of Sciences Best Book Award in 2012 Selected by the New York Times Book Review as one of the ten best books of 2011 A Globe and Mail Best Books of the Year 2011 Title One of The Economist's 2011 Books of the Year One of The Wall Street Journal's Best Nonfiction Books of the Year 2011 2013 Presidential Medal of Freedom Recipient Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

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Daniel Kahneman (born 5 March 1934) is an Israeli-American psychologist and winner of the 2002 Nobel Memorial Prize in Economic Sciences, notable for his work on behavioral finance and hedonic psychology.With Amos Tversky and others, Kahneman established a cognitive basis for common human errors using heuristics and biases (Kahneman & Tversky, 1973, Kahneman, Slovic & Tversky, 1982), and developed Prospect theory (Kahneman & Tversky, 1979). He was awarded the 2002 Nobel Prize in Economics for his work in Prospect theory. Currently, he is professor emeritus of psychology at Princeton University's Department of Psychology.

Chapter 3: The Lazy Controller

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Part 3: Twelve Ways To Win People To Your Of Thinking