Daniel Kahneman, recipient of the Nobel Prize in Economic Sciences for his seminal work in psychology that challenged the rational model of judgment and decision making, is one of our most important thinkers. His ideas have had a profound and widely regarded impact on many fields—including economics, medicine, and politics—but until now, he has never brought together his many years of research and thinking in one book.
In the highly anticipated Thinking, Fast and Slow, Kahneman 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. Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. The impact of loss aversion and overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the challenges of properly framing risks at work and at home, the profound effect of cognitive biases on everything from playing the stock market to planning the next vacation—each of these can be understood only by knowing how the two systems work together to 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. Thinking, Fast and Slow will transform the way you think about thinking.
Daniel Kahneman is Eugene Higgins Professor of Psychology Emeritus at Princeton University and a professor of public affairs at the Woodrow Wilson School of Public and International Affairs. He received the 2002 Nobel Prize in Economic Sciences for his pioneering work with Amos Tversky on decision-making.
Introduction 3 Part I Two Systems 1 The Characters of the Story 19 2 Attention and Effort 31 3 The Lazy Controller 39 4 The Associative Machine 50 5 Cognitive Ease 59 6 Norms, Surprises, and Causes 71 7 A Machine for Jumping to Conclusions 79 8 How Judgments Happen 89 9 Answering an Easier Question 97 Part II Heuristics and Biases 10 The Law of Small Numbers 109 11 Anchors 119 12 The Science of Availability 129 13 Availability, Emotion, and Risk 137 14 Tom W's Specialty 146 15 Linda: Less is More 156 16 Causes Trump Statistics 166 17 Regression to the Mean 175 18 Taming Intuitive Predictions 185 Part III Overconfidence 19 The Illusion of Understanding 199 20 The Illusion of Validity 209 21 Intuitions vs. Formulas 222 22 Expert intuition: when can we trust it? 234 23 The Outside View 245 24 The Engine of Capitalism 255 Part IV Choices 25 Bernoulli's Errors 269 26 Prospect Theory 278 27 The Endowment Effect 289 28 Bad Events 300 29 The Fourfold Pattern 310 30 Rare Events 320 31 Risk Policies 334 32 Keeping Score 342 33 Reversals 353 34 Frames and Reality 363 Part V Two Selves 35 Two Selves 377 36 Life as a Story 386 37 Experienced Well-Being 391 38 Thinking about Life 398 Conclusions 408 Appendix A Judgment Under Uncertainty 419 Appendix B Choices, Values, and Frames 433 Notes 449 Acknowledgments 483 Index 485
以下为对购买帮助不大的评价