Also by John C. Maxwell.. of the evening, as Steve and I were walking to our car, he said to me How Successful People. BLINK. ALSO BY MALCOLM GLADWELL. The Tipping Point. The Power of Thinking. Without Thinking. MALCOLM GLADWELL. 1 8 3 7. LITTLE, BROWN AND. caite.info - Free download as PDF File .pdf), Text File .txt) or read online for free. Blink The Power of Thinking Without Thinking by Malcolm Gladwell.
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Blink: The Power of Thinking Without Thinking. Malcolm Gladwell. Introduction - The Statue That Didn't Look Right. In September of , an art dealer by the. PDF | On Oct 1, , Robin M. Hogarth and others published Blink: the power of thinking without thinking, Malcolm Gladwell. New York: Little. Blink - The Power of Thinking Without Thinking - Malcolm Gladwell - dokument [*. pdf] ALSO BY MALCOLM GLADWELL The Tipping Point To my parents, Joyce.
IJAR Journal. Who was right? It was a young museum, eager to build a world-class collection, and the kouros was such an extraordinary find that its experts were blinded to their instincts. This time the chorus of dismay was even louder. The second group was asked at the outset to specify their race, and ''that simple act,'' Gladwell writes, ''was sufficient to prime them with all the negative stereotypes associated with African-Americans and academic achievement.
In deciding to trust their instincts and air the Mary Tyler Moore Show, and All in the Family despite what their consumer focus groups had clearly told them the network executives luckily managed to avoid making a crucial mistake like the one that would later befall top executives at Coca-Cola when it came time to unveil the New Coke during the early s.
In blind taste tests, the sweeter tasting New Coke, which tasted more like Pepsi, always scored well with focus groups. But, as it turns out, the taste tests were based on little sips. Of course, people usually drink the whole can, not just a sip. So despite rigorous testing, New Coke was an unmitigated marketing failure.
It turns out that it was designed around consumer first impressions and taken out of context. Ss 5 The Business Source www. The first group took the test without identifying their race on the pretest questionnaire. The second group was asked at the outset to specify their race, and ''that simple act,'' Gladwell writes, ''was sufficient to prime them with all the negative stereotypes associated with African-Americans and academic achievement.
For sales and marketing professionals, these are very important lessons about how consumers think and make decisions. Sure, says Gladwell, first impressions are extremely important. And things like having a slick Web site or flashy packaging tend to matter a great deal.
But decision-making isn't entirely about the first two seconds. There are other factors at play. In other words, snap decision-making isn't always wise, and first impressions must always be considered in context. Lessons Learned Perhaps some of the most important lessons come from the behavior of police officers in New York City. Gladwell provides two contrasting examples in which cops were faced with a series of quick decisions and he explains the good and the bad outcomes.
Gladwell starts with the infamous Amadou Diallo case in , in which four New York police officers open fired on a Bronx man they thought was pulling a gun on them.
In fact, Diallo was only reaching for his wallet and he died because of it. But these four officers were relatively young, and as Gladwell points out, they didn't have the experience to know how to handle a tense situation in which they may have realistically believed their lives were on the line.
So they fired on him. Conversely, he tells the story of another cop who, at the end of a high-speed chase, came face to face with a teenager who did pull a gun. But this was a veteran cop and he immediately recognized in the kid's face and in his body language that he was surrendering. So the cop in this example didn't fire. His long experience on the job regulated his blink decision-making and, as a result, the second story had a much happier ending.
In the end, this is Gladwell's fundamental point: Like it or not, human beings, by our very nature, are going to make instant decisions. Lots and lots of instant decisions. And snap judgments, in and of themselves, aren't inherently good or bad things. But, when they're backed by experience and knowledge, they are more likely to be good decisions and should be trusted.
That's why the lonely art critic at the Getty Museum knew instantly that the statue was a forgery. She had a deep, personal grounding in such art, whereas the Ss 6 The Business Source www. Conclusion It's a little known fact that the impetus for Blink started with Malcolm Gladwell's hair.
For most of his adult life Gladwell had worn it closely cropped but several years before writing Blink the author decided to let it grow out into a woolly Afro. I wasn't driving any faster than I was before, I was just getting pulled over way more. When all is said and done, what Gladwell is trying to accomplish with Blink is not to teach us how to judge the next blockbuster TV show or how to tell a fake Greek statue from a real one.
Instead, what he wants is to make us realize that, with practice, we can all improve our ability to make accurate and rapid judgments on very little information if we learn to trust those instincts that are based on experience and knowledge, and be mindful of our internal biases.
In Blink, Malcolm Gladwell reveals how we can all become better decision makers in our homes, our offices, and in everyday life. Never again will you think about thinking in quite the same way.
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Makarand Panchbhai. Kshitij Agrawal. Don Flores. Aaron Quinn. Mobile learning readiness among primary school teachers in saudi arabia. The answer appeared to be yes. The style of the sculpture seemed reminiscent of the Anavyssos kouros in the National Archaeological Museum of Athens, meaning that it seemed to fit with a particular time and place.
Where and when had the statue been found? The kouros, the records stated, had been in the private collection of a Swiss physician named Lauffenberger since the s, and he in turn had acquired it from a well-known Greek art dealer named Roussos. A geologist from the University of California named Stanley Margolis came to the museum and spent two days examining the surface of the statue with a high-resolution stereomicroscope.
He then removed a core sample measuring one centimeter in diameter and two centimeters in length from just below the right knee and analyzed it using an electron microscope, electron microprobe, mass spectrometry, X-ray diffraction, and X-ray fluorescence.
The statue was made of dolomite marble from the ancient Cape Vathy quarry on the island of Thasos, Margolis concluded, and the surface of the statue was covered in a thin layer of calcite—which was significant, Margolis told the Getty, because dolomite can turn into calcite only over the course of hundreds, if not thousands, of years.
In other words, the statue was old. The Getty was satisfied. Fourteen months after their investigation of the kouros began, they agreed to buy the statue. In the fall of , it went on display for the first time.
The New York Times marked the occasion with a front-page story. Evelyn Harrison was next. In that very first moment, when Houghton swished off the cloth, all Harrison had was a hunch, an instinctive sense that something was amiss. Later, thinking back on that moment, Hoving realized why that thought had popped into his mind: This time the chorus of dismay was even louder. Harrison, at one point, was standing next to a man named George Despinis, the head of the Acropolis Museum in Athens.
He took one look at the kouros and blanched. He spoke at length on the contradiction between the style of the sculpture and the fact that the marble from which it was carved came from Thasos. Then he got to the point. Why did he think it was a fake? Who was right? The kouros was the kind of thing that art experts argued about at conferences. Originally the conclusion of long months of research was that the Getty kouros was in the style of the Anavyssos kouros.
But that, too, fell into doubt: His feet, meanwhile, were, if anything, modern. The kouros it most resembled, it turned out, was a smaller, fragmentary statue that was found by a British art historian in Switzerland in The two statues were cut from similar marble and sculpted in quite similar ways. And what of the scientific analysis that said that the surface of the Getty kouros could only have aged over many hundreds or thousands of years?
In the first two seconds of looking—in a single glance—they were able to understand more about the essence of the statue than the team at the Getty was able to understand after fourteen months. Blink is a book about those first two seconds. Fast and Frugal Imagine that I were to ask you to play a very simple gambling game.
In front of you are four decks of cards— two of them red and the other two blue. Each card in those four decks either wins you a sum of money or costs you some money, and your job is to turn over cards from any of the decks, one at a time, in such a way that maximizes your winnings.
The rewards are high, but when you lose on the red cards, you lose a lot. The question is how long will it take you to figure this out? After turning over about eighty cards, most of us have figured out the game and can explain exactly why the first two decks are such a bad idea.
That much is straightforward. We have some experiences. We think them through. We develop a theory. And then finally we put two and two together.
But the Iowa scientists did something else, and this is where the strange part of the experiment begins. They hooked each gambler up to a machine that measured the activity of the sweat glands below the skin in the palms of their hands. Like most of our sweat glands, those in our palms respond to stress as well as temperature— which is why we get clammy hands when we are nervous.
What the Iowa scientists found is that gamblers started generating stress responses to the red decks by the tenth card, forty cards before they were able to say that they had a hunch about what was wrong with those two decks.
More important, right around the time their palms started sweating, their behavior began to change as well. They started favoring the blue cards and taking fewer and fewer cards from the red decks. In other words, the gamblers figured the game out before they realized they had figured the game out: The Iowa experiment is just that, of course, a simple card game involving a handful of subjects and a stress detector. Here is a situation where the stakes were high, where things were moving quickly, and where the participants had to make sense of a lot of new and confusing information in a very short time.
What does the Iowa experiment tell us? That in those moments, our brain uses two very different strategies to make sense of the situation. This strategy is logical and definitive.
But it takes us eighty cards to get there. It operates a lot more quickly. It has the drawback, however, that it operates—at least at first—entirely below the surface of consciousness. It sends its messages through weirdly indirect channels, such as the sweat glands in the palms of our hands. They considered only what could be gathered in a glance. Did they know why they knew?