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The first book to use the unexpected discoveries of neuroscience to aid us make the 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 using the latest tools of neuroscience, they re finding that it's not how a mind works. Our best decisions really are a finely tuned mixture of both feeling and reason along with the precise mix depends around the situation. When investing in a house, for example, it's best permit our unconscious mull within the many variables. But when we're picking a stock, intuition often leads us astray. The key is to determine when to use different parts with the brain, and to do this, we have to think harder (and smarter) about how we think.
Jonah Lehrer arms us using the tools we need, drawing on cutting-edge research as well as the real-world experiences of an wide range of deciders from airplane pilots and hedge fund investors to serial killers and poker players. Lehrer shows how people are taking advantage from the new science to generate better television shows, win more football games, and improve military intelligence. His goal would be to answer two questions that are of curiosity to merely about anyone, from CEOs to firefighters: How can the human mind make decisions? And how are we able to make those decisions better?
A Q&A with Jonah Lehrer, Author of The Way We Decide
Q: Why did you need to write a novel about decision-making?
A: It all began with Cheerios. I'm an incredibly indecisive person. There I was, aimlessly wandering the cereal aisle of the supermarket, wanting to choose between the apple-cinnamon and honey-nut varieties. It was an embarrassing waste of your time but it happened if you ask me all of the time. Eventually, I chose that enough was enough: I desired to understand the thing that was happening inside my brain because i contemplated my breakfast options. I soon realized, of course, that this new science of selection had implications far grander than Cheerios.
Q: What are a handful of of those implications?
A: Life is ultimately merely a group of decisions, from your mundane (what must i eat for breakfast?) to the profound (what should I truly do with my life?). Until recently, though, we didn't have idea how our brain actually made these decisions. As a result, we used untested assumptions, like the assumption that folks were rational creatures. (This assumption goes all just how up time for Plato along with the ancient Greeks.) But now, for your first time in human history, we can look in your mind and see how we actually think. It turns out that individuals weren't designed being rational or logical or even particularly deliberate. Instead, our mind holds a cluttered network of various areas, many that may take place using the manufacture of emotion. Once we make a decision, the brain is awash in feeling, driven by its inexplicable passions. Even though we attempt being reasonable and restrained, these emotional impulses secretly influence our judgment. Of course, by understanding how a human mind makes decisions--and by learning regarding the decision-making mistakes that we're all vulnerable to--we can learn to generate 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 is no secret recipe for decision-making, no single strategy that will work in each and every situation. The real-world is way too complex. The thought process that excels inside the supermarket won't pass muster in the Oval Office. Therefore natural selection endowed us which has a brain which is enthusiastically pluralist. Sometimes we must reason through our options and carefully analyze the possibilities. And we occassionally should hear our emotions and gut instinct. The secret, of course, is understanding when to use different styles of thought--when to trust feelings and when to exercise reason. In my book, I devoted a chapter to looking with the world with the prism from the game of poker determined that, in poker as in life, two broad groups of decisions exist: math problems and mysteries. The first key 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 be thinking of how we think.
Q: Have you been an excellent poker player?
A: Once I what food was in Vegas, hanging by helping cover their a number of best poker players within the world, I convinced myself that I'd absorbed the tricks from the trade, i might use their advice to win some money. Therefore i went with a low-stakes table on the Rio, put $300 about the line, and waited to the chips to accumulate. Instead, I lost my cash in less than an hour. It was a high priced but valuable lesson: there's a major distinction between understanding how experts think and being able to think just like an expert.
Q: Why write this book now?
A: Neuroscience can feel abstract, a science preoccupied with questions concerning the cellular specifics of perception as well as the memory of fruit flies. In recent years, however, the field continues to be invaded by some practical thinkers. These scientists wish to utilize the nifty experimental tools of contemporary neuroscience to explore some with the mysteries every day life. How should we pick a cereal? What areas from the brain are triggered in the shopping mall? Why do smart people accumulate credit card debt and take out subprime mortgages? How are you able to make use of the brain to describe financial bubbles? For the first time, these incredibly relevant questions have rigorously scientific answers. All of it goes returning to that classical Greek aphorism: Know thyself. I'd argue how the discoveries of contemporary neuroscience allow us to understand ourselves (and our decisions!) in an entirely new way.
Q: how We Decide draws in the latest research in neuroscience yet also analyzes some crucial moments inside the lives of a variety of "deciders," from the football star Tom Brady to your soap opera director. Why did you're taking this approach?
A: Herbert Simon, the Nobel Prize-winning psychologist, famously compared our mind to a set of two scissors. One blade, he said, represented the brain. The other blade was the specific environment by which our brain was operating. If you want to see the function of scissors, Simon said, then you have to take a look at both blades simultaneously. what I planned to do in how We Decide was head out from the lab and to the real life so that I really could start to see the scissors at work. I discuss some ingenious experiments within this book, but let's face it: the science lab is really a startlingly artificial place. And so, wherever possible, I attempted to explore these scientific theories inside context of everyday life. Rather than just covering hyperbolic discounting and also the feebleness of the prefrontal cortex, I spent time with a debt counselor inside Bronx. After I became interested inside anatomy of insight (where do our good ideas come from?) I interviewed an airplane pilot whose epiphany in the cockpit saved hundreds of lives. That's when you really commence to appreciate the ability of the new science--when you can use its ideas to explain all types of important phenomena, like the risky behavior of teenagers, the amorality of psychopaths, and also the tendency of some athletes to choke under pressure.
Q: What can you do within the cereal aisle now?
A: I was about halfway through writing the ebook when I got somewhat of great advice from a scientist. I accustomed to be 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 discover what type of cereal I actually wished to eat for breakfast. So I did so the sole logical thing: I got myself my three favorite Cheerios varieties and combined them all inside my cereal bowl. Problem solved.
(Photo © Nina Subin, 2008)
“As Lehrer describes in fluid prose, the brain’s reasoning centers are easily fooled, often making judgments depending on nonrational factors such as presentation (a sales pitch or packaging)...Lehrer is often a delight to read, and also this is often a fascinating book (some which appeared recently, in a slightly different form, inside the New Yorker) that may help everyone better understand themselves and their decision making.” —Publisher's Weekly, starred review
