Description

Book Synopsis
Thomas Gilovich offers a wise and readable guide to the fallacy of the obvious in everyday life.

When can we trust what we believe—that teams and players have winning streaks, that flattery works, or that the more people who agree, the more likely they are to be right—and when are such beliefs suspect? Thomas Gilovich offers a guide to the fallacy of the obvious in everyday life. Illustrating his points with examples, and supporting them with the latest research findings, he documents the cognitive, social, and motivational processes that distort our thoughts, beliefs, judgments and decisions. In a rapidly changing world, the biases and stereotypes that help us process an overload of complex information inevitably distort what we would like to believe is reality. Awareness of our propensity to make these systematic errors, Gilovich argues, is the first step to more effective analysis and action.

How We Know What Isnt So

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    A Paperback / softback by Thomas Gilovich

    £17.69

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      Book details

      Publisher Simon & Schuster
      Published 26 April 1993
      ISBN-13 9780029117064
      978-0029117064
      ISBN-10 0029117062
      Also in:
      Social, group or collective psychology

      Description

      Book Synopsis
      Thomas Gilovich offers a wise and readable guide to the fallacy of the obvious in everyday life.

      When can we trust what we believe—that teams and players have winning streaks, that flattery works, or that the more people who agree, the more likely they are to be right—and when are such beliefs suspect? Thomas Gilovich offers a guide to the fallacy of the obvious in everyday life. Illustrating his points with examples, and supporting them with the latest research findings, he documents the cognitive, social, and motivational processes that distort our thoughts, beliefs, judgments and decisions. In a rapidly changing world, the biases and stereotypes that help us process an overload of complex information inevitably distort what we would like to believe is reality. Awareness of our propensity to make these systematic errors, Gilovich argues, is the first step to more effective analysis and action.

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