Soundview Executive Book Summaries
Blink is about how we think without thinking, about choices that seem to be made in an instant in the blink of an eye that actually aren't as simple as they seem, and about those instantaneous decisions that are impossible to explain to others.In his landmark bestseller, The Tipping Point, author Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within by exploring the decisions made by experts in museums, sales, sports, the military and the high-speed world of the New York Mercantile Exchange.
Drawing on cutting-edge neuroscience and psychology, and displaying all of the brilliance that made The Tipping Point a classic, Blink changes the way you understand every decision you make.
Never again will you think about thinking the same way.
The Locked Door
Here is a critical fact about the thoughts and decisions that bubble up from our unconscious. Snap judgments are, first of all, enormously quick: They rely on the thinnest slices of experience. They are also unconscious. Snap judgments and rapid cognition take place behind a locked door. We are not very good at dealing with the fact of that locked door. It's one thing to acknowledge the enormous power of snap judgments and thin slices but quite another to place our trust in something so seemingly mysterious.
If we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments.
The Storytelling Problem
On a brisk spring evening not long ago, two dozen men and women gathered in the back room of a Manhattan bar to engage in a peculiar ritual known as speed-dating.
Each man would have six minutes of conversation with each woman. The women would sit for the duration of the evening against the wall on the long, low couches that ringed the room, and the men would rotate from woman to woman, moving to the next woman whenever the coordinator rang a bell signaling that the six minutes were over. The daters were all given a badge, a number and a short form to complete, with the instruction that if they liked someone after six minutes, they should check the box next to his or her number. If the person whose box he or she checked also checked his or her box, both daters would be notified of the other's e-mail address within 24 hours.
Speed-dating has become enormously popular around the world over the last few years, and it's not hard to understand why. It's the distillation of dating to a simple snap judgment. Everyone who sat down at one of those tables was trying to answer a very simple question: Do I want to see this person again? And to answer that, we don't need an entire evening. We really need only a few minutes. When it comes to thin-slicing potential dates, pretty much everyone is smart.
But suppose we were to alter the rules of speed-dating just slightly. What if we tried to look behind the locked door and made everyone explain his or her choices? We know, of course, that that can't be done: The machinery of our unconscious thinking is forever hidden. But what if we forced people to explain their first impressions and snap judgments anyway? That is what two professors from Columbia University have done, and they have discovered that if you make people explain themselves, something very strange and troubling happens. What once seemed like the most transparent and pure of thin-slicing exercises turns into something quite confusing.
Behind the Locked Door
The professors found that when they compare what speed-daters say they want in a preliminary questionnaire with what they are actually attracted to in the moment, those two things don't match. A speed-dater has an idea about what she wants in a man, and that idea isn't wrong. It's just incomplete. The description that she starts with is her conscious ideal: what she believes she wants when she sits down and thinks about it. But what she cannot be as certain about are the criteria she uses to form her preferences in that first instant of meeting someone face to face. That information is behind the locked door.
We have, as human beings, a storytelling problem. We're a bit too quick to come up with explanations for things we really don't have an explanation for. Copyright © 2005 Soundview Executive Book Summaries
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