Thinking, Fast and Slow

Posted: Aug 6, 2022 in Book Reviews, Psychology
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I found this one to be a complex and slow read, but fascinating and very well timed – a couple of weeks before I started reading it I was introduced to the four stages of the competency model with unconscious and conscious playing a big part of it, then the following week I discussed with my coach the dynamics of conscious and unconscious thinking when answering questions. The following day and a chapter into the book I realised that there’s a whole book on this very subject, this book!

This book is full of case studies and experiments demonstrating the difference between thinking fast (unconscious (intuition (system 1))) and slow (conscious (more considered (system 2))) with the impacts that thinking fast has as it’s shaped by bias and what you’ve experienced, how unaware we are when we’re using system 1, but also how common it is.

Reflecting on the book it made me realise that there’s a deep connection with the psychology behind thinking fast and comprehending different approaches to solving complex problems – if you haven’t experienced a specific approach or method, it’s often an unknown unknown and only the current situation will be comprehensible (thinking fast state (bias, system 1)), with some common examples of inconceivable changes Waterfall to Agile, Project to Product Ownership, Command & Control to Servant-Leadership, Working Harder to Working Smarter, Building to Learning….it can be easy to judge that the reason for a current fixed approach is intentional, when actually it’s often an experience gap, so an effective way of influencing change is to empathise and speak up by asking great questions and being curious because the reason why something is like it is (archaic), is often because they haven’t experienced that difference and they just need a little help making the unknown a bit more known in an impactful way….making diversity and collaboration important in the workplace to get different points of views on the table.

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