Thinking Fast And Slow PDF

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Thinking Fast And Slow

Daniel Kahneman’s aim in this book is to make psychology, perception, irrationality, decision-making, errors of judgment, cognitive science, intuition, statistics, uncertainty, illogical thinking, stock market gambles, and behavioral economics easy for the masses to grasp.

Despite his charming and conversational style, this book was difficult for me because I am accustomed to thinking fast.

As a service to my fellow automatic, intuitive, error-making, fast thinkers I offer this simple (dumbed down) summary of what is a very helpful book.

Writing this summary taught me how to think harder, clearer, and with fewer cognitive illusions. In short, how to think slower. Now if only I’d do it.


his book is about the biases of our intuition. That is, we assume certain things automatically without having thought through them carefully. Kahneman calls those assumptions heuristics 1 (page 7).

He spends nearly 500 pages listing example after example of how certain heuristics lead to muddled thinking, giving each a name such as “halo effect,” “availability bias,” “associative memory,” and so forth.” In this summary, I list Kahneman’s heuristics to a list of errors of judgment.2



ur, brains are comprised of two characters, one that thinks fast, System 1, and one that thinks slow, System 2. System 1 operates automatically, intuitively, involuntarily, and effortlessly—like when we drive, read an angry facial expression, or recall our age.

System 2 requires slowing down, deliberating, solving problems, reasoning, computing, focusing, concentrating, considering other data, and not jumping to quick conclusions— like when we calculate a math problem, choose where to invest money, or fill out a complicated form.

These two systems often conflict with one another. System 1 operates on heuristics that may not be accurate. System 2 requires effort to evaluate those heuristics and is prone to error.

The plot of his book is how to, “recognize situations in which mistakes are likely and try harder to avoid significant mistakes when stakes are high,” (page 28).

Language English
No. of Pages16
PDF Size1 MB

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