BLINK NOVEL PDF
essence of the statue than the team at the Getty was able to understand after fourteen months. Blink is a book about those first two seconds. 1. Fast and Frugal. Blink: The Power of Thinking Without Thinking - myavr.info This Digital Download PDF eBook edition and related web site are NOT.. dependable . PDF Drive is your search engine for PDF files. As of today we have 78,, eBooks for you to download for free. No annoying ads, no download limits, enjoy .
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BLINK. ALSO BY MALCOLM GLADWELL. The Tipping Point. The Power of Thinking. Without . Blink is a book about those first two seconds. were lot. Actually. 𝗣𝗗𝗙 | Reviews the book, Blink: The Power of Thinking without Thinking by Malcolm Gladwell (see record ). In this book, Gladwell aims to tie a. PDF | On Oct 1, , Robin M. Hogarth and others published Blink: the placed Blink at the top of its list of best selling science books (Vol.
The important thing is to know how we choose the information we will discard and which we will keep during the slicing process. One must be careful, after all, the choice of the wrong piece of information can lead to disastrous results.
The answer is yes, and Gladwell proves it, by describing an experiment conducted by a group of scientists at the University of Iowa, involving a card game. In front of the participants, there were four decks, two red and two blue. Each card in these decks made the participant who drew it win or lose money.
Participants also used polygraphs to detect their level of stress during the experiment. What the participants did not know is that the cards in the red deck were more damaging than those in the blue deck. The red deck had cards with rewards, but mostly with huge losses, while the blue deck had cards with good, stable rewards.
The participant began by taking random letters from the four decks. Around the fiftieth time, he realized that the red deck was worse than the blue deck and he was betting on the latter. It was noticed, however, from the analysis of the results of the polygraph that the participants already showed signs of stress when turning the cards from the red deck much earlier, around the tenth time. Thus, scientists have discovered that their subconscious understands the game long before their rational brain.
Your body and your intuition knew which was the best pack, but your mind takes much longer to assimilate.
We Cannot Find Rational Explanations For Our Intuitions Many tend to rely on facts and figures above feelings and intuitions, and that is why they usually come with logical explanations for their hasty judgments after doing them. Humans are similar to the art experts who discovered the Greek statue forgery. Our intuition tells us that something is not right or that we can trust someone, but we are not able to articulate why it happens.
As an example, Malcolm cites Vic Braden, one of the greatest tennis coaches who was able to predict double faults with high accuracy.
He thought about his foreboding, but he could not conclude as to why he was so good at guessing. In another example, in an event where couples were coming to meet each other, people had to describe the qualities they were looking for in the ideal partner. But when it came to choosing, they were attracted to people who did not have any of the attributes they listed.
When asked what attracted them to their partners, the participants were not able to explain why they were intuitively against the very lists they had created. Most people, for example, unconsciously and automatically associate attributes such as being white and tall with qualities like power and competence.
Even if we know that men with these characteristics are no more competent than blacks or short-statured people, we form these associations unconsciously. One proof of this kind of problem is what happened to Warren Harding. He was elected President of the United States after World War I because his constituents simply believed he looked presidential. However, he clearly did not have the necessary skills and history records him as one of the worst presidents. People in all regions of the world can recognize a facial expression of happiness , anger or sadness.
However, some people are blind to non-verbal signals: they only understand information transmitted explicitly and are not able to read faces of other people. That is the case with children with autism, for example.
But in fact, non-autistic people can become temporarily autistic due to stress and pressure. When we are stressed, we tend to ignore indirect cues such as facial expressions and devote our full attention to the information in question. This situation may, for example, cause you to make wrong judgments based on your emotional situation. To avoid these pre-judgments, you have to slow down and reduce stress in your environment.
From a certain level of stress, the logical thinking process stops completely, and people become unpredictable. However, in many cases, a search is unable to predict what will actually work and what the consumer wants. A notorious example is a research cited by Malcolm, in which Coca-Cola performed thousands of taste tests compared to Pepsi and found that its consumers preferred the taste of Pepsi.
The new Coca-Cola was widely rejected, and in a short space of time, it was withdrawn from the market. The reason the test failed so dramatically was that consumers tasted only the taste of the product but were not exposed to all the elements of the Coca-Cola brand that help shape customer perception.
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Coca-Cola is not just a taste, but an experience that mixes flavor, packaging, commercial. Only taking a sip is different from drinking the whole bottle. Sometimes a sip may taste good but a glass may not. Another interesting point is that when companies launch innovative products, consumers tend to evaluate these products negatively at the start of their life cycle. Consumers need time to get used to new products, and only after some time, they begin to like them.
Experiencing new things is the key to breaking down prejudices. That is because the unconscious learns through observation. The American elite is almost entirely made up of white people, and through this observation of how the world works, people develop the unconscious association between white skin and success.
Gladwell has shown that rapid cognition allows people to make often surprisingly accurate judgments about the world.
So far, Gladwell has been talking about how thin-slicing can be a helpful way for humans to understand the world. In Chapter Three, he talks about stereotyping—i. The political career of President Warren Harding is a great example of how wrong snap judgments can be. Millions of people elected Harding because he looked presidential—and yet he turned out to be one of the worst presidents in history.
While one could interpret this evidence to prove that car salesmen are consciously being racist, Gladwell suggests a more subtle explanation: even if car salesmen are tolerant and unbiased in their conscious minds, they may still make racist judgments about people when they thin-slice.
In the second half of the book, Gladwell explores some of the case studies of his theory of thin-slicing. In Chapter Five, Gladwell studies the process of polling, a good example of how poorly people understand their own needs and desires. Of course, people usually drink the whole can, not just a sip.
So despite rigorous testing, New Coke was an unmitigated marketing failure. It turns out that it was designed around consumer first impressions and taken out of context.
The first group took the test without identifying their race on the pretest questionnaire. The second group was asked at the outset to specify their race, and ''that simple act,'' Gladwell writes, ''was sufficient to prime them with all the negative stereotypes associated with African-Americans and academic achievement.
For sales and marketing professionals, these are very important lessons about how consumers think and make decisions. Sure, says Gladwell, first impressions are extremely important. And things like having a slick Web site or flashy packaging tend to matter a great deal. But decision-making isn't entirely about the first two seconds. There are other factors at play.
In other words, snap decision-making isn't always wise, and first impressions must always be considered in context.
Lessons Learned Perhaps some of the most important lessons come from the behavior of police officers in New York City. Gladwell provides two contrasting examples in which cops were faced with a series of quick decisions and he explains the good and the bad outcomes. Gladwell starts with the infamous Amadou Diallo case in , in which four New York police officers open fired on a Bronx man they thought was pulling a gun on them.
In fact, Diallo was only reaching for his wallet and he died because of it.
Blink by Malcom Gladwell – The Power of Thinking Without Thinking
But these four officers were relatively young, and as Gladwell points out, they didn't have the experience to know how to handle a tense situation in which they may have realistically believed their lives were on the line.
So they fired on him. Conversely, he tells the story of another cop who, at the end of a high-speed chase, came face to face with a teenager who did pull a gun.
But this was a veteran cop and he immediately recognized in the kid's face and in his body language that he was surrendering.
BLINK: THE POWER OF THINKING WITHOUT THINKING
So the cop in this example didn't fire. His long experience on the job regulated his blink decision-making and, as a result, the second story had a much happier ending. In the end, this is Gladwell's fundamental point: Like it or not, human beings, by our very nature, are going to make instant decisions. Lots and lots of instant decisions. And snap judgments, in and of themselves, aren't inherently good or bad things. But, when they're backed by experience and knowledge, they are more likely to be good decisions and should be trusted.
That's why the lonely art critic at the Getty Museum knew instantly that the statue was a forgery. She had a deep, personal grounding in such art, whereas the Ss 6 The Business Source www.
It's a little known fact that the impetus for Blink started with Malcolm Gladwell's hair. For most of his adult life Gladwell had worn it closely cropped but several years before writing Blink the author decided to let it grow out into a woolly Afro. I wasn't driving any faster than I was before, I was just getting pulled over way more. When all is said and done, what Gladwell is trying to accomplish with Blink is not to teach us how to judge the next blockbuster TV show or how to tell a fake Greek statue from a real one.
Instead, what he wants is to make us realize that, with practice, we can all improve our ability to make accurate and rapid judgments on very little information if we learn to trust those instincts that are based on experience and knowledge, and be mindful of our internal biases. In Blink, Malcolm Gladwell reveals how we can all become better decision makers in our homes, our offices, and in everyday life.
Never again will you think about thinking in quite the same way. Related Interests.Have you ever just known that something was about to happen moments before it actually did?
Blink by Malcom Gladwell – The Power of Thinking Without Thinking
I found the implicit theory of knowledge that Gladwell uses to be particularly interesting. Instant judgments can be learned and controlled, and you can mentally slice the issues.
You must consciously protect yourself from conflicting information that you can plant in your brain. So, this book reveals to you the mysteries of mind reading—an ability, which the reader realizes on completion of this book, lies within oneself.