⌛ Malcolm Gladwells Blink

Friday, July 30, 2021 7:18:47 PM

Malcolm Gladwells Blink



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Blink: The Power of Thinking Without Thinking

The example that he uses to illustrate this is of doctors diagnosing a patient. Usual protocol requires that doctors collect as much information regarding a patient as possible; Gladwell, however, claims that all of the usual questioning of doctors to patients can be reduced to four main questions and that, in this way, the correct diagnosis can be reached more efficiently by filtering out information that may be confusing or distracting otherwise. For this reason, Gladwell purports that the use of sound intuitive judgments can be beneficial to both individuals and society as a whole. This obviously challenges the ideas of Traditional Thinking by showing how all the additional information that rational thinking necessitates is hindering.

The human brain is a rapid processing machine, the majority of which happens outside of our own consciousness. It is capable of taking in minimal information from the environment and processing this into something meaningful to the individual. Gladwell describes a speed dating experiment, where participants were asked to predict who they would like at a speed dating session.

The results showed that, in reality, we are rather bad at making such predictions! The explanation offered by Gladwell is that we are quite unaware of what unconsciously attracts to someone this is similar to the effects of various priming experiments. The main conclusion here is that our unconscious thoughts affect our behaviour in ways that we may largely be unaware of, and although thin slicing is a common way of analyzing a given situation, we ought to be careful when attributing specific causes to a circumstance or prediction.

You are commenting using your WordPress. You are commenting using your Google account. You are commenting using your Twitter account. You are commenting using your Facebook account. Notify me of new comments via email. Notify me of new posts via email. Menu Skip to content. Home About. How do our unconscious decisions influence how we build ourselves and our societies? Share this: Twitter Facebook. New Coke was created in response to the Pepsi Challenge. When the majority of people, while blind-folded, selected Pepsi Cola over Coke based on one sip of each drink, Coca Cola responded with the introduction of a sweeter version of its product — New Coke.

However, New Coke proved to be so unpopular that the company reverted back to its traditional version of Coke, which it called Coca Cola Classic. The actual experience is of drinking an entire can of Coke, and wanting the taste sensation to be one of more than just sweetness. As well, Coke drinkers also transfer unconscious associations they have of the product — including even the colour of its can — to the drinking experience, so the new-look Coke, for them, was a bust. But even the giant computer in our unconscious needs a moment to do its work.

Gladwell maintains, however, that just as we can develop better conscious thinking skills through training and practice, in a similar manner, we can learn to improve our rapid decision making. As evidence of his argument, he presents the example of a veteran police officer who, despite having a gun pulled on him at very close range by a teenage gang member he was pursuing, drew on his training and experience in similar high-stress situations and quickly judged the situation correctly and held his fire:. When I got about five feet from the guy, he came up with a chrome. Then as soon as his hand reached his center stomach area, he dropped the gun right on the sidewalk.

We took him into custody, and that was that. I sure perceived the threat of that gun. I could see a lot of fear on his face, which I also perceived in other situations, and that led me to believe that if I would just give him just a little bit more time that he might give me an option to not shoot him. In the conclusion to Blink, Gladwell tells the story of how Abbie Conant, a trombonist, auditioned for the Munich Philharmonic. At first, while hidden behind a screen, she was deemed perfect for the orchestra; however, when it was then discovered she was a woman, the Philharmonic committee formed an entirely different opinion of her abilities and though allowing her to join the orchestra, eventually demoted her.

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