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Blink

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by

Sharon Coyle

on 2 May 2017

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Transcript of Blink

Chapter 1
Chapter 3
Why we generally fall for dark and handsome men
Chapter 2
Marianne
Blink
Introduction
Julie and Rosamina
The Power of Thinking without Thinking
by author Malcolm Gladwell
Conclusion
Shania
The Theory of Thin Slices
The Locked Door:
The Secret Life of Snap Decisions
The Warren Harding Error
Shycia
Chapter 5
David Reid
In 2002 the Pentagon staged one of the largest war games in history. They called it the Millennium Challenge. The scenario it enacted was very similar to our situation with Saddam Hussein at that time - a rebel military commander in the Persian Gulf was harboring terrorists and spewing Anti-American propaganda.

In Millennium Challenge the rogue commander was played by a former Marine commander named Paul Van Riper.
Basically our chapter talks about making quick decisions that could affect everyone and the outcome of the situation.
Conclusion
Vic Braden
He called faults when watching
tennis before it would happen and
was always right.
Chapter 6
Seven Seconds in the Bronx
Jonzz teehee
Tall and handsome men
generally give off the impression that they are easily credible and intelligent.
Kenna is an upcoming musician who has received praise from both experts (famous managers, big names in record companies) and live audiences. However, his road to success pretty much comes to a dead end when top radio stations refuse to play his music because auditors don't find the music appealing. It goes to show that if people don't buy the product, you can't have success, even if it looks promising at first
The diallo shooting was nothing more than a few cops jumping to the conclusion that a man was armed, sticking their nose where they were never needed. The whole incident being a built up in his mind, made by unsuported assumptions from the moment he'd questioned Diallos reason of being outside, making the suggestion that it may be a pushin robery or assuming he was being brazin when their cop car parked infront of the man who starred curiously. He was taking in the night, he was not brazin he was curious and it was his wallet not a gun.


M. Gladwell establishes a brilliant explanation to the way our minds work. Along the way helping us answer the questions: When should we and shouldn't use our unconscious thinking? and what do we trust more, gut instinct or facts?
We make decisions based on stereotypical means and judgment and ironically we allow someone with less information to prevail. When we put asside the pression of the first two seconds: "they saw her for who she really was.” (254)
1) Q: Which rhetorical appeal (ethos, pathos or logos) does Malcolm Gladwell mostly show in the Conclusion of "Blink." Why?

2) Q: Do you feel that Abbie Conant was "performing" for something other than the spot in the orchestra. Why?
Gladwell selection shows a beautiful example on page 246 to prove how the philharmonics music director is to emphasize the inequality of woman musicians to men. He also uses rhetorical questions like “No one pain attention to how auditions were held...what did it matter? Music was music.” (249)
HI THERE PEOPLE .
ITS OVER NOW

Speed Dating

the feeling that a person or a thing is beneath consideration, worthless, or deserving scorn.
Priming experiment:
Student asked to identify their race this simple act was enough to prime with all negative stereotypes. # of things he got right compared to before was cut by half.

Thin slicing: aka: taking minute details about someone or something in order to form a larger opinion. Focuses on the research of psychologist John Gottman, who can determine the certainty of how long a marriage may last with an accuracy of 90% by observing couples for 15 minutes of less. He studies the couples' body language. His main contribution is the idea that humans do not need to know a great deal about someone else to determine that person's personality.
To much information can lead to over processing and making the wrong decisions and leave you in confusion
Is it worth preparing for the unpredictable, is it possible to be actually ready for hard rapid-fire decisions?
Van Riper believed that complex strategic planning was useless during war because there were to many unpredictable aspects to take into account.
These snap decisions take place behind a locked door, these people need to respect the fact that it is possible to know without knowing why we know and that it is better off that way.
Chapter 4
Paul Van Ripper’s Big Victory: Creating Structure for Spontaneity
• The opposing side of thin-slicing, a plethora of information, can create a dilemma.
• Gladwell introduces us to Paul Van Riper, a retired Marine commander.
• He also took a scenario of a doctor, choosing whether to operate a patient or not who is suffering from heart attack- based on decision tree.

“And if you are given too many choices, if you are forced to consider much more than your unconscious is comfortable with, you get paralyzed. Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.”
4-A Crisis in the ER
Solution 1-The doctors at Cook County ER in Chicago were overwhelmed with the number of patients complaining of chest pains.

2-To make matters worse, the doctors had trouble diagnosing the patients because they were stuck considering a wide variety of information like health history, ECB readings, blood pressure and more.
3- The process required doctors to only use a few defined symptoms in their analysis including the patients family tree history if any had heart problems before, treating the patients increased the doctor’s accuracy by 70 percent. Needless to say it was a very imprecise system.
5-When Less Is More
1-The Cook County experiment shows that the presence of more information does not lead to better decisions. All of the extra information – health history, ECG, etc. – does occasionally help, but more often than not it complicates things. This is what happened to Blue Team in Millennium Challenge.
2-Overwhelming information gives a situation or a surrounding unable to make rational or accurate decision.
3-Gladwell says that there are two important lessons here:
A. Good decision making requires a balance between thoughtful and instinctive thinking.
B. Frugality matters when making good decisions. Sometimes less is more and better.
4-Gladwell goes on to say that a good decision maker is able to edit. “If you get too caught up in the production of information, you drown in the data." that extra information is more than useless. It’s harmful. It confuses the issues. What screws up doctors when they are trying to predict heart attacks is that they take too much information into account..
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