|
|
Blink:
Most of us, in ways that we are not entirely aware of, automatically associate leadership ability with imposing physical stature.
|
88 |
|
|
Blink:
We have a sense of what a leader is supposed to look like, and that stereotype is so powerful that when someone fits it, we simply become blind to other considerations.
|
88 |
|
|
Blink:
…when it comes to even the most important positions, our selection decisions are a good deal less rational than we think.
|
88 |
|
|
Blink:
…we are not helpless in the face of our first impressions… just because something is outside of awareness doesn’t mean it’s outside of control.
|
96 |
|
|
Blink:
Taking rapid cognition seriously – acknowledging the incredible power… that first impressions play in our lives – requires that we take active steps to manage and control those impressions.
|
97 |
|
|
Blink:
Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions – we can alter the way we thin-slice – by changing the experiences that comprise those impressions.
|
97 |
|
|
Blink:
…when experts make decisions, they don’t logically and systematically compare all available options. That is the way people are taught to make decisions, but in real life it is much too slow.
|
107 |
|
|
Blink:
…[in improv], people [make] very sophisticated decisions on the spur of the moment, without the benefit of any kind of script or plot.
|
113 |
|
|
Blink:
With a logic problem, asking people to explain themselves doesn’t impair their ability to come up with the answers. In some cases, in fact, it may help.
|
121 |
|
|
Blink:
…problems that require a flash of insight operate by different rules.
|
121 |
