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The first book to work with the unexpected discoveries of neuroscience to help us increase the chance for best decisions.
Since Plato, philosophers have described the decision-making process as either rational or emotional: we carefully deliberate, or we blink and go with your gut. But as scientists break open the mind's black box with the latest tools of neuroscience, they re discovering that this is not how a mind works. Our best decisions certainly are a finely tuned combination of both feeling and reason and the precise mix depends on the situation. When investing in a house, for example, it's best to allow our unconscious mull in the many variables. However, if we're picking a stock, intuition often leads us astray. The secret is to determine when to work with the different parts from the brain, and to do this, we should think harder (and smarter) about how we think.
Jonah Lehrer arms us with the tools we need, drawing on cutting-edge research too because the real-world experiences of your wide selection of deciders from airplane pilots and hedge fund investors to serial killers and poker players. Lehrer shows how people consider advantage with the new science to produce better television shows, win more football games, and improve military intelligence. His goal is always to answer two questions which can be of interest to just about anyone, from CEOs to firefighters: So how exactly does a person's mind make decisions? And how will we make those decisions better?
A Q&A with Jonah Lehrer, Author of how We Decide
Q: Why did you want to write a book about decision-making?
A: All of it began with Cheerios. I'm a tremendously indecisive person. There I was, aimlessly wandering the cereal aisle with the supermarket, attempting to choose between your apple-cinnamon and honey-nut varieties. It was an embarrassing waste of your time yet it happened to me all the time. Eventually, I chose that enough was enough: I needed to understand what was happening inside my brain because i contemplated my breakfast options. I soon realized, of course, that this new science of making decisions had implications far grander than Cheerios.
Q: What are a handful of of those implications?
A: Life is ultimately simply a series of decisions, in the mundane (what should I eat for breakfast?) to the profound (what should I really do with my life?). Until recently, though, we had no idea how our brain actually made these decisions. As a result, we relied on untested assumptions, for example the assumption that folks were rational creatures. (This assumption goes completely returning to Plato as well as the ancient Greeks.) But now, to the first time in human history, we are able to look inside our mind and see how we actually think. It turns out that people weren't designed to get rational or logical as well as particularly deliberate. Instead, our mind holds an untidy network of numerous areas, many which are participating using the output of emotion. If we make a decision, the brain is awash in feeling, driven by its inexplicable passions. Even when we try being reasonable and restrained, these emotional impulses secretly influence our judgment. Of course, by understanding the way the human mind makes decisions--and by learning in relation to its the decision-making mistakes that we're all vulnerable to--we can learn to make better decisions.
Q: Can neuroscience really teach us how to make better decisions?
A: My answer is often a qualified yes. Despite the claims of countless self-help books, there exists no secret recipe for decision-making, no single strategy that will work in every situation. The real life is just too complex. The thought processes that excels inside supermarket won't pass muster inside the Oval Office. Therefore natural selection endowed us with a brain which is enthusiastically pluralist. Sometimes we should reason through our options and punctiliously analyze the possibilities. And sometimes we should tune in to our emotions and gut instinct. The secret, of course, is understanding when to use different styles of thought--when to trust feelings then when to exercise reason. In my book, I devoted an instalment to looking on the world through the prism with the game of poker determined that, in poker such as life, two broad kinds of decisions exist: math problems and mysteries. The first step to making the proper decision, then, is accurately diagnosing the problem and figuring out which brain system to rely on. Should we trust our intuition or calculate the probabilities? We always need to become thinking about how we think.
Q: Do you imagine you're a good poker player?
A: when I is at Vegas, hanging by helping cover their a number of best poker players inside the world, I convinced myself that I'd absorbed the tricks with the trade, which i could use their advice to win some money. So I went with a low-stakes table at the Rio, put $300 for the line, and waited to the chips to accumulate. Instead, I lost my money in less than an hour. It was a high priced but valuable lesson: there's a major difference between understanding how experts think and being capable of think just like an expert.
Q: Why write this book now?
A: Neuroscience can seem abstract, a science preoccupied with questions regarding the cellular information on perception as well as the memory of fruit flies. In recent years, however, the field may be invaded by some practical thinkers. These scientists desire to make utilization of the nifty experimental tools of recent neuroscience to explore some from the mysteries every day life. How should we pick a cereal? What areas of the brain are triggered within the shopping mall? So why do smart people accumulate charge card debt and remove subprime mortgages? How can you utilize the brain to spell out financial bubbles? For the first time, these incredibly relevant questions have rigorously scientific answers. All of it goes to that classical Greek aphorism: Know thyself. I'd argue the discoveries of contemporary neuroscience allow us to understand ourselves (and our decisions!) in a entirely new way.
Q: The Way We Decide draws from your latest research in neuroscience yet also analyzes some crucial moments within the lives of a number of "deciders," through the football star Tom Brady to a soap opera director. Why did you're taking this approach?
A: Herbert Simon, the Nobel Prize-winning psychologist, famously compared our mind to your couple of scissors. One blade, he said, represented the brain. The other blade was the particular environment where our brain was operating. If you need to understand the purpose of scissors, Simon said, then you've to appear at both blades simultaneously. what I desired to do in The Way You Decide was go out in the lab and in to the real life in order that I could begin to see the scissors at work. I talk over some ingenious experiments within this book, but let's face it: the science lab is a startlingly artificial place. And so, wherever possible, I tried to explore these scientific theories within the context every day life. As an alternative solution to just writing about hyperbolic discounting as well as the feebleness in the prefrontal cortex, I spent time using a debt counselor within the Bronx. After I became interested inside the anatomy of insight (where do our good ideas come from?) I interviewed an airplane pilot whose epiphany in the cockpit saved a huge selection of lives. That's whenever you really commence to appreciate the energy of this new science--when you can use its suggestions to explain all sorts of important phenomena, like the risky behavior of teenagers, the amorality of psychopaths, along with the tendency of some athletes to choke under pressure.
Q: What can you do inside the cereal aisle now?
A: I became about halfway through writing the ebook when I got some great advice coming from a scientist. I became telling him about my Cheerios dilemma when he abruptly interrupted me: "The secret to happiness," he said,"is not wasting time on irrelevant decisions." Of course, this sage advice didn't assist me figure out what kind of cereal I actually desired to eat for breakfast. So Used to do the sole logical thing: I got myself my three favorite Cheerios varieties and combined them all during my cereal bowl. Problem solved.
(Photo © Nina Subin, 2008)
“As Lehrer describes in fluid prose, the brain’s reasoning centers are typically fooled, often making judgments based on nonrational factors such as presentation (a sales page or packaging)...Lehrer is often a delight to read, which is often a fascinating book (some ones appeared recently, inside a slightly different form, within the New Yorker) that can help everyone better understand themselves in addition to their decision making.” —Publisher's Weekly, starred review
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