Thinking, Fast and Slow

A team hears a convincing presentation about a new learning programme. The examples fit, the slides seem well thought through and enthusiasm is high. The decision comes quickly: we should do this. Yet one question has barely been examined: does the programme actually fit what participants are supposed to learn?

Daniel Kahneman's Thinking, Fast and Slow helps us understand situations like these. The book brings together research on judgement and decision-making, including his work with Amos Tversky. One question is particularly interesting for our development: How do we examine a thought that already feels right?

1. Understand two ways of thinking

Kahneman uses ‘System 1’ to describe fast, largely automatic thinking processes. They help us recognise familiar things and respond without lengthy deliberation. ‘System 2’ represents more effortful, conscious processing: for example, when we calculate, compare arguments or check a first impression.

The two systems are illustrative names for thinking processes, not two separate locations in the brain. Nor is fast thinking inherently bad or slow thinking automatically right. The decisive question is: when is a familiar response sufficient – and when does an assessment need additional attention?

2. Keep the actual question in view

One difficulty Kahneman describes is substituting an easier question for a demanding one. In our example, ‘Does this programme fit our learning goal?’ might unnoticed become ‘How convincing do I find the presentation?’ The questions may be related, but they examine different things.

A helpful step for the team would therefore be to record three criteria before selecting: what should participants be able to do afterwards? Where will they practise precisely that? What feedback will they receive? Only then is the programme assessed. These criteria are our own application to a learning situation.

A personal decision can be prepared similarly. When a course sounds especially attractive, we can first describe the ability we want. A concrete goal such as ‘I want to be able to ask calm follow-up questions during a conflict’ makes evaluation easier than a general wish to communicate better.

3. Assess intuition against its learning history

Together with Gary Klein, Kahneman explores when reliable intuitive expertise can develop. It requires an environment with recognisable regularities and sufficient opportunity to learn them through experience and helpful feedback. Our own feeling of certainty is not enough to demonstrate quality.

For us, this leads to a practical question: have I actually learnt what matters in comparable situations? Someone who frequently facilitates meetings and receives feedback may recognise certain tensions quickly. But this does not automatically create the same sound judgement in an entirely new task. Then it is worth bringing in additional information and other perspectives.

Your exercise: three minutes for a more thoroughly checked judgement

Choose a manageable decision from everyday life. The following exercise is an original suggestion from the Future Skills Institut:

1. First minute – record your assessment. Write down the actual question and your spontaneous answer. Note what that answer is currently based on.
2. Second minute – seek a counterargument. Ask: what observation would count against my assessment? Record a credible alternative explanation.
3. Third minute – arrange a check. Identify one piece of information, comparable case or source of feedback you still need. Decide how and when to obtain it.

At your next review, ask: which assumption was confirmed? What did I have to change? The three minutes are for preparation; the necessary research or feedback may take longer.

What we take from this

Within the Future Skills Framework this insight belongs to cognitive and problem-solving skills, particularly critical thinking and judgement. Within the Seven-step method it supports the reality check: making assumptions visible, examining them and aligning the next step accordingly.

In which current assessment does my answer already feel more certain than my information justifies – and what could I check next?

Context: This insight summarises selected ideas from Kahneman's book in our own words. It focuses on modes of thinking, question substitution and the conditions for intuitive expertise. The example, learning criteria, exercise and framework allocation are our own applications. The exercise is not a validated training programme; knowing about cognitive biases alone does not guarantee better decisions.

About the book: Daniel Kahneman: Thinking, Fast and Slow. English original: Thinking, Fast and Slow (2011). Additional reading: Kahneman (2003), Maps of Bounded Rationality: Psychology for Behavioral Economics; Kahneman & Klein (2009), Conditions for Intuitive Expertise: A Failure to Disagree.

Sources and further reading: Publisher's website with original excerpt ↗ · Kahneman (2003): Judgement and Decision-making ↗ · Kahneman & Klein (2009): Intuitive Expertise ↗