Kahneman reveals when we can and cannot trust our intuition and how we can tap into the benefits of slow thinking. He furthermore demonstrates our aptitude to an exaggerated sense of how well we think that we understand the world. We are confronted with how choices are framed or substituted. And we are left wondering whether we can trust our judgment.
Thinking, Fast and Slow can be applied to everyday life by being aware of our cognitive biases and how it impacts on our daily complex, habitual and simple decision-making. Through awareness of how the two systems shape our judgment and decisions, we are better prepared to guard against some of the mental flaws that might get us into trouble.
In conclusion, Thinking, Fast and Slow is an outstanding book. It provides a profound insight into several decades of academic research in an easily readable format. After reading Thinking, Fast and Slow, one cannot help but wonder: are we not all fundamentally irrational?
Why the lean practitioner should read this book: The book teaches us to reflect a bit more whilst dealing with problems, to challenge our assumptions and how the systems combine to shape our judgment. The book cautions against overconfidence, where we assume that we know the answers or causes. There are some errors in our evolved cognition and for the lean practitioner it is vital to be vigilant about these errors, biases and assumptions.
Thinking, Fast and Slow has been awarded numerous accolades and made it on to various topseller lists.
Title: Thinking Fast and Slow
Author: Daniel Kahneman
Country: United States
Publisher: Farrar, Strauss and Giroux
Publication date: 2011
Number of pages: 499 pages
Review written by Charmaine Cunningham
Lean Management the A3 Way Workshop
System two is the thinking approach that should be used when preparing an A3, a key lean problem-solving tool. Our instinctive response when faced with a problem, is to offer immediate solutions, based on little more than a reflexive response. The A3 should, however, use the second thinking system: the more considered system which insists on going to the gemba and collecting the facts before proposing countermeasures.
This book, Thinking Fast and Slow, is mentioned in the workshop Lean Management the A3 Way, to emphasise the importance of this approach when putting an A3 together to solve a problem in the workplace.