Journalist and self-described psychology nerd David McRaney has written a masterful examination of how we all function titled “YOU are NOT so SMART.” It is well thought out and well laid out, featuring 48 short, articulate chapters that debunk of a lot of facts and beliefs you incorrectly hold dear as the truth. First among these exposés is the truth that however strongly you feel your feet are planted in “reality,” you, my friend, are no more immune to impulse thinking, tunnel vision and overestimation of your smarts than anyone else.
This book is about everyone and for everyone. Allow me to flesh out what is to be found in one chapter, and give you a tease of the best of the other 47 (the headings in capitals, below, are chapter titles):
THE ANCHORING EFFECT.
The Misconception: You rationally analyze all factors before making a choice or determining value.
The Truth: Your first perception lingers in your mind, affecting later perceptions and decisions.
When people don’t know how to pick a value when faced with a choice, they look for footing to stand on. Anything to stand on, whether there is any real relationship to the choice or not. Mr. McRaney cites a study in which researchers asked people to listen to annoying sounds in exchange for a small payment. “The researchers initially offered either 90 cents or 10 cents for a blast of awful electronic screaming, and then asked the subjects how much would be the lowest possible price they would need to be paid to listen to the sound again. People who were offered 10 cents said it would take about 33 cents to continue. People offered 90 said it would take 73.”
The author cites numerous other examples of similar tests and similar results. The point is, no one knows how to set a price for listening to annoying sounds. In the absence of that knowledge, any anchor will have an effect on setting a value. My point is, in your daily life you need to be extremely aware of the effect that suggested values have on your evaluation of things. Just because you hear the suggestion that something is worth a certain amount – whether the value is economic or moral – does not mean that it is. As further proof, just turn on the History Channel’s “Pawn Stars”® and watch what happens to the would-be sellers who start by saying “I have no idea what this is worth.”
Other important chapters:
- CONFIRMATION BIAS
The Misconception: Your opinions are the result of years of rational, objective analysis.
The Truth: Your opinions are the result of years of paying attention to information that confirmed what you believed while ignoring information that challenged your preconceived notions.
- PROCRASTINATION
The Misconception: You procrastinate because you are lazy and can’t manage your time well.
The Truth: Procrastination is fueled by weakness in the face of impulse and a failure to think about thinking.
- THE DUNNING-KRUGER EFFECT
The Misconception: You can predict how well you would perform in any situation.
The Truth: You are generally pretty bad at estimating your competence and the difficulty of complex tasks.
- BRAND LOYALTY
The Misconception: You prefer the things you own over the things you don’t because you made rational choices when you bought them.
The Truth: You prefer the things you own because you rationalize your past choices to protect your sense of self.
- THE ARGUMENT FROM AUTHORITY
The Misconception: You are more concerned with the validity of information than the person delivering it.
The Truth: The status and credentials of an individual greatly influence your perception of that individual’s message.
- THE ARGUMENT FROM IGNORANCE
The Misconception: When you can’t explain something, you focus on what you can prove.
The Truth: When you are unsure of something, you are more likely to accept strange explanations.
- THE JUST-WORLD FALLACY
The Misconception: People who are losing at the game of life must have done something to deserve it.
The Truth: The beneficiaries of good fortune often do nothing to earn it, and bad people often get away with their actions without consequences.
- GROUP THINK
The Misconception: Problems are easier to solve when a group of people get together to discuss solutions.
The Truth: The desire to reach consensus and avoid confrontation hinders progress.
- THE AFFECT HEURISTIC
The Misconception: You calculate what is risky or rewarding and always choose to maximize gains while minimizing losses.
The Truth: You depend on emotions to tell you if something is good or bad, greatly over-estimate rewards, and tend to stick to your first impressions.
- SELF-SERVING BIAS
The Misconception: You evaluate yourself based on past successes and defeats.
The Truth: You excuse your failures and see yourself as more successful, more intelligent and more skilled than you are.
- THE THIRD-PERSON EFFECT
The Misconception: You believe your opinions and decisions are based on experience and facts, while those who disagree with you are falling for the lies and propaganda of sources you don’t trust.
The Truth: Everyone believes the people they disagree with them are gullible, and everyone thinks they are far less susceptible to persuasion than they truly are.
- THE MISINFORMATION EFFECT
The Misconception: Memories are played back like recordings.
The Truth: Memories are constructed anew each time from whatever information is currently available, which makes them highly permeable to influences from the present.
- CONFORMITY
The Misconception: You are a strong individual who doesn’t conform unless forced to.
The Truth: It takes little more than an authority figure or social pressure to get you to obey, because conformity is a survival instinct.
- ATTENTION
The Misconception: You see everything going on before your eyes, taking in all the information like a camera.
The Truth: You are aware only of a small amount of the total information your eyes take in, and even less is processed by your conscious mind and remembered.
- THE ILLUSION OF CONTROL
The Misconception: You know how much control you have over your surroundings.
The Truth: You often believe you have control over outcomes that are either random or are too complex to predict.
If you study the irrational, you can make the rational happen!
Jeff Boyd
