Common Sense Quiz

You are running in race and you You are driving a bus with 10 people
pass the person in second place. on it, at the first stop 4 people get
What place are you in? off and 2 get on the next stop, 3
people get off and 5 people get on,
and at the last stop six people get off
and only 1 gets on.
How old is the bus driver?
Your brain is naturally wired to use mental shortcuts to save time and energy.
The problem is that answer based on past experience using what we call
common sense. And open the possibility that you are incorrect especially if
your information is faulty or not up to date.
Think Slow
or Think
Fast?
Dinda Putri Amalia
17 June 2020
When System 1 become to System 2?
Domains of System 1 and System 2 differ across people.

For many people, computing 20 × 20 is a System 1 effortless task,

largely because they have had lots of practice. But for other people who
are not experts, this operation is effortful, or even impossible, and is
surely the domain of System 2.

As people gain knowledge or expertise, the domains of the two systems

change.
Psychologists at the Gate: A Review of Daniel Kahneman’s Thinking, Fast and Slow, Andrei Shleifer, 2012
10.000 hours is the amount of
practice you must put in to
attain mastery.
Malcolm Gladwell

I believe you can become world-

class skill in 6 months and less.
Tim Ferriss
Thinking Fast and Slow:
An Approach to Energy-Efficient Human Activity Recognition on Mobile
Devices
Yifei Jiang & Qin Lv (University of Colorado), Du Li (Ericsson Research)

The energy-consuming deliberation phases out after

sufficient experience has accrued for intuitive trip detection.
Application of Thinking Fast & Slow
as Design Researcher
Thinking Slow are roughly matches the
deductive reasoning of the scientific
method and other traditional forms of
research.

Thinking Fast produce creative and

intuitive leaps that are impossible
with the iterative, deductive, and
controlled manner of Thinking Slow.

Sam Ladner is a sociologist, UX researcher, PhD holder,

Postdoc fellowship at the Ryerson School of Information
https://www.samladner.com/design_research_fast_slow/ Technology Management in Toronto
Application of Thinking Fast & Slow
as Design Researcher

Researchers who allow themselves to read out of order, or to collect

without regard for structure, are able to make creative, intuitive leaps.

But researchers who fail to methodically manage their knowledge fail to

close the loop of production.

Researchers need to think fast and to think slow. They need to think
broadly and think narrowly.

Thinking Fast & Slow are translated into 3 kinds of research: exploratory
(thinking fast), evaluative (thinking fast and thinking slow), and
experimental (thinking slow).
Relation between Think and Act

https://brandminds.ro/8-marketing-tr
ends-every-marketer-should-know-ab
out-1-of-2/

https://
annhandley.com/rethinking-asap/
Analogy of Cognitive Toolkit
Thinking Slow and Acting Fast when taking note

• If we want to take in knowledge, we should slow down and use a felt-tip pen.
• And if we want to understand and retain knowledge, we should use a felt-tip pen.
Because the researchers also found that students who took notes on laptops performed worse on
conceptual questions than students who took notes longhand.
• But if we want to produce something important, we should use the faster
keyboard. And we should type as fast as we can, so as to reduce friction and
get draft out of our heads and onto the page as quickly as possible.
Think Slow to Move Fast Bob Kulhan, CEO of Business Improv

“Yes And” as The Art of Business Improvement

The root of improvisation is being focused and present in the moment.

When you practice improvisation, it puts together a set of tenets, rules, and regulations that will
force you to slow the brain down.

A way to do that is a two-word phrase: “yes, and.” “Yes, and” is the cornerstone of improvisation.
“Yes” is unconditional acceptance, “and” is how you react. “And” is the bridge to your thoughts,
your passion, your education, your background, your experience.

When under pressure, it’s better to respond than to react, because when we react, we often end up
doing things from subconscious negative behavior and emotions, and it’s not very useful.

Thinking slow to move fast, that is what mindfulness is about: slowing unnecessary thought
processes.
Think Slow and Act Fast:
A New Way of Thinking about Risk Management in Times of
Turbulence and Uncertainty

Projects should be executed with speed and agility, making them adaptable in the face of risk.

Flexibility as the ability to react to change and agility as the speed in responding to change.

Uncertainty, in turn, has often been defined simply as “what we don’t know”. The challenge is that
even when we have the necessary information available to uncover what we don’t know, people are
prone to drawing only on that information that supports previous experience.

This means that when faced with risk and uncertainty during project execution, project managers
and their teams subconsciously draw only on that evidence that points toward the original project
plan, thereby jeopardizing project success  SYSTEM 1
Think Slow and Act Fast:
A New Way of Thinking about Risk Management in Times of
Turbulence and Uncertainty
System 1 thinking is quick, effortless and intuitive, and can often lead to flawed decisions anchored
on pre-implementation planning. Applying System 1 thinking to risk identification, assessment, and
management can thus result in less flexible and agile project execution. 
System 2 thinking is controlled, intentional and effortful. Thinking ‘slow’ about project risk and
uncertainty results in more accurate identification and assessment of risk, and in turn, more agile
management of that risk during project execution.
But when System 1 and System 2 thinking are combined, the result is a natural synergy that slows down when
attention is required for analysis and planning and speeds up when it comes to taking action, thereby enabling
flexibility and agility.

The effectiveness of this techniques requires the practice of System 2 thinking in the risk identification and
assessment phases where the thorough investigation is required.  But when risks manifest themselves and
rapid response is required either to execute the pre-determined contingency plans or to react to the changing
nature of risks, the thorough analysis enables quicker actions to mitigate threats or exploit opportunities.
Before You Make that Big Decision…
Dangerous biases can creep into every strategic choice, and as organization, talk alone will not
eliminate them.
A recent McKinsey study of more than 1,000 major business investments showed that when
organizations worked at reducing the effect of bias in their decision-making processes, they
achieved returns up to seven percentage points higher.
When executives make big strategic bets, they typically depend on the judgment of their teams to a
significant extent.
To help executives vet decisions, already developed a tool, based on a 12-question checklist, that is
intended to unearth defects in thinking—in other words, the cognitive biases of the teams making
recommendations.
The questions fall into three categories: questions the decision makers should ask themselves,
questions they should use to challenge the people proposing a course of action, and questions
aimed at evaluating the proposal.
Decision Quality Control: A Checklist
Decision Quality Control: A Checklist
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A radical A large capital A major
pricing change outlay acquisition
Actions are entirely
dependent on their
intentions.
Prophet Muhammad Shalallahu ‘Alaihi Wa Sallam