Autor: Daniel Kahneman
Get book!Review: Thinking, Fast and Slow by Daniel Kahneman
Daniel Kahneman’s Thinking, Fast and Slow is one of those rare books that reshapes how you see your own mind. His framework of System 1 (fast, intuitive, emotional) and System 2 (slow, deliberate, analytical) helps explain why we often feel so rational while acting irrationally. For me, the book isn’t just about psychology — it’s about leadership, decision-making, and the hidden biases that shape organizational life.
Two Systems, One Leader
Kahneman’s model resonates with my studies in organizational psychology because leaders must constantly navigate between intuition and analysis. System 1 helps us act decisively in moments of uncertainty, but it also leaves us vulnerable to bias. System 2 offers reflection and rigor but can be paralyzed by overthinking. Leadership, then, is less about choosing one system and more about knowing when to activate each.
Bias and Organizational Blind Spots
The book details cognitive biases like anchoring, availability, and loss aversion — concepts I see mirrored in organizational behavior. For example, loss aversion helps explain resistance to change initiatives, while anchoring influences negotiations and performance reviews. Kahneman’s work gives me tools to analyze how leaders and organizations misinterpret reality, often without realizing it.
Personal Reflection
Reading Thinking, Fast and Slow forced me to recognize my own blind spots. I noticed how often I rely on intuition in daily choices, and how System 2 fatigue pushes me back to shortcuts. It reminded me that even as a student of leadership and psychology, I am not immune to the same biases I critique in organizations. That awareness alone is powerful.
Why It Matters to My Work
For me, this book bridges cognitive psychology and organizational leadership. It reinforces that decisions in organizations are never purely rational — they are filtered through the quirks of human cognition. As I grow in my leadership practice, Kahneman’s work equips me to design systems and cultures that account for bias rather than pretend it doesn’t exist.