Thinking, Fast and Slow
Thinking, Fast and Slow is a book by Daniel Kahneman (2011), published by Farrar, Straus and Giroux. IX Coach's practice library cites it in 11 practices across 9 concepts; each one is listed below, so you can see exactly where this book is put to use.
Where to find it
Practices on IX Coach that cite Thinking, Fast and Slow
- Explicitly distinguish coherence from probability
A story can be internally consistent and still be rare — learn to separate "makes sense" from "likely."
The Conjunction Fallacy — When "More Details" Feels More Likely
- Correct for duration neglect when estimating how much you’ll enjoy something
You’ll underestimate how much a longer good experience is worth — and overestimate the badness of a longer bad one — correct for this before deciding.
The Peak-End Rule — How Memory Distorts Experience
- Decide whether you’re optimizing for experience or for memory
For major choices, explicitly ask: "Am I choosing for who will live this — or for who will remember it?"
- Notice which system is driving
Before deciding, ask whether this is a System 1 (snap) or System 2 (effortful) problem.
Thinking, Fast and Slow, Made Usable
- Update beliefs by degrees, not wholesale
Treat new information as evidence that shifts probabilities, not as proof that changes everything.
Base-Rate Neglect: Why We Ignore the Odds
- Expect regression to the mean in extreme outcomes
Unusually good or bad performance tends to be followed by more average performance — not because of what you did.
- Notice and question the story you’ve already told yourself
Between the missed commitment and the conversation, you have built a narrative — and that narrative will leak into the conversation.
Crucial Accountability: Holding People to Commitments That Matter
- Create a script-interrupt for high-stakes financial decisions
Insert a deliberate pause between a script-driven impulse and a financial action.
Money Scripts, Made Practical
- Translate scale into numbers before you respond
Before reacting to any quantity-based problem, convert the scale into a concrete number you can compare.
Scope Insensitivity: Why Scale Doesn’t Change Your Feelings
- Set the reference point before you introduce the loss
Loss is always measured from a reference point — who sets that point controls the framing.
The Loss Frame: How Framing Shapes Decisions
- Check the budget before every discretionary purchase
Make it a habit to look at the category balance before spending, not after.
YNAB Budgeting, Made Practical
How this page was checked
- The citation was matched to its Library of Congress catalog and OpenLibrary record, and the title, authors and year above are taken from that record — not written by us.
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