Daniel Kahneman's two systems of thinking
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During the book, psychology professor and economic Nobel prize winner, Daniel Kahneman, takes us through the pitfalls, into which all of us tend to fall, without even knowing it. His argument is based on the claim, that every single decision, we as humans make, is based in the so-called system 1 and system 2. | During the book, psychology professor and economic Nobel prize winner, Daniel Kahneman, takes us through the pitfalls, into which all of us tend to fall, without even knowing it. His argument is based on the claim, that every single decision, we as humans make, is based in the so-called system 1 and system 2. | ||
| − | According to Kahneman, system 1 rely on knowledge and routine and is engaged when a subject is dealing with a task that requires little to no effort, e.g. simple mathematical calculations, or routine work <ref | + | According to Kahneman, system 1 rely on knowledge and routine and is engaged when a subject is dealing with a task that requires little to no effort, e.g. simple mathematical calculations, or routine work <ref> Kahneman, D. (2012) Thinking, fast and slow . London: Penguin.. On the other hand we have system 2, which is engaged when the subject is dealing with tasks in which attention is required and necessary for completing the task, e.g. searching for a specific person in a crowd or parallel parking a car [2]. Both systems run simultaneously whenever we are awake, normally system 2 is in a low effort mode, where system 1 "continuously reports impressions, intuitions, intensions and feelings"[3]. These impressions and intuitions can be turned into beliefs and voluntary actions by system 2. In decision making under uncertainty, a cognitive bias can thus interfere with the decision-making process and have an impact on the thinking of system 2. It is therefore a general misunderstanding that humans think logically, which is why the two systems are relevant in project management. When managing a project, it is crucial that we are aware of potential biases, within our own and colleague’s decision making. This is crucial because of the, when being aware of the biases, we are more likely to prohibit them with different project management tools. |
This article will focus on the correlation between the two systems of thinking and products of biases in project management. More precisely the article will investigate the two systems internal interaction, as well as 4 different products of biases which are the anchoring effect, the planning fallacy, the control illusion and the denominator neglect. | This article will focus on the correlation between the two systems of thinking and products of biases in project management. More precisely the article will investigate the two systems internal interaction, as well as 4 different products of biases which are the anchoring effect, the planning fallacy, the control illusion and the denominator neglect. | ||
Revision as of 10:16, 26 February 2021
“Questioning what we believe and want is difficult at the best of times, and especially difficult when we most need to do it” (Kahneman, 2011: 3). In many ways, this claim describes Kahneman’s over all mission with his bestselling book, “Thinking fast and slow”, in which he seeks to show the reader, how our everyday decision making is filled with biases.
During the book, psychology professor and economic Nobel prize winner, Daniel Kahneman, takes us through the pitfalls, into which all of us tend to fall, without even knowing it. His argument is based on the claim, that every single decision, we as humans make, is based in the so-called system 1 and system 2.
According to Kahneman, system 1 rely on knowledge and routine and is engaged when a subject is dealing with a task that requires little to no effort, e.g. simple mathematical calculations, or routine work [1]
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