I am in the middle of reading Daniel Kahneman’s book: “Thinking, Fast and Slow” and I find it hard to put down. It is a beautiful journey into understanding how our mind works with the surprising conclusion that it is easier for us to recognise other people’s mistakes than our own.
The book is divided into five parts, three of which I will attempt to condense and summarise in (very near) future posts:
- Part 1 presents the basic elements of the two-systems approach to judgment and choice (I will devote post to explaining the System 1 vs System 2 approach in the very near future).
- Part 2 explores the reasons for why is it so difficult for us to think statistically?
- Part 3 describes our excessive confidence in what we believe we know along our apparent inability to acknowledge the full extent of our ignorance.
Understanding the mechanisms behind our behaviour will not necessarily turn you into a better project manager. If you don’t master the basic ingredients required for effective project management understanding your own personality will not make you one. If however you have what it takes, functionally, to be a good PM, controlling or at the very least understanding your behaviour and that of people around you will give you a competitive advantage and a set of priceless tools enhance your human interaction.