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How We Decide Hardcover – 2009

292 customer reviews

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Product Details

  • Hardcover: 302 pages
  • Publisher: Houghton Mifflin Company; 1st Printing edition (2009)
  • Language: English
  • ISBN-10: 0618620117
  • ISBN-13: 978-0618620111
  • Product Dimensions: 8.5 x 5.7 x 1 inches
  • Shipping Weight: 1 pounds
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (292 customer reviews)
  • Amazon Best Sellers Rank: #92,807 in Books (See Top 100 in Books)
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Customer Reviews

Most Helpful Customer Reviews

4 of 4 people found the following review helpful By Sanpete on January 6, 2011
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
The topic is interesting: how do decisions get made, not only in the sense of what you think when you decide but in a more sausage-making sense of what goes on behind the scenes in the brain. Lehrer uses real-life examples, simple psychological experiments and very basic neurology to explain some highlights of current thinking about how the mind works and to draw out some practical lessons about decision making. Among the lessons: both reason and emotion are important; each has its strengths and weaknesses, depending on circumstances he outlines. One point he thinks will surprise many is that sometimes feelings are more accurate and helpful than rational analysis.

Some of the stories and experiments are pretty interesting in themselves. Special attention is given to cases where airline pilots have made good or bad decisions saving or costing lives. A harrowing mystery about why a radar blip was correctly intuited to be an enemy missile instead of a friendly plane is solved. Experimental results, some counterintuitive and some not, suggest expert analysis isn't always what it's cracked up to be.

The quality of the evidence and explanations for Lehrer's ideas is only so-so. While he does back up main points with evidence, and his explanations are generally easy to follow, his evidence doesn't always unambiguously support his views, and the explanations aren't always complete enough to give much additional insight over what you probably already know from experience. Sometimes references to neuroscience do no more than give a technical word for what remains an unexplained "black box."

Here are a few details about some issues I had with the book so, if you wish, you can better judge for yourself what kinds of problems it may or may not have for you.
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1 of 1 people found the following review helpful By Karen Lea Hansen on July 6, 2013
Format: Paperback Verified Purchase
Several years ago, I used to listen to hours of podcasts every week while sitting in an office creating employee schedules for Universal Studios. I especially loved podcasts involving books, authors and science. Although I have no idea which podcast I was listen to when I heard author Jonah Lehrer interviewed for his book, How We Decide, I remember hearing it made me immediately order his book from Amazon. I bought it and it has sat on my to-be-read shelf until I plucked it out last week when I was in the mood for non-fiction.

Lehrer's How We Decide is a look at how the brain functions in the decision making process. He delves into which part of the brain takes over during certain types of decisions, particularly decisions that involve a flood of information.

The book is part an analytical look at the science of decision making and part user manual. Lehrer provides concrete examples and sound reasoning as to which situations we should tune out or seek excess information. Lehrer explains how our brains can only hold a certain amount of information and sometimes an excess of options can hinder our ability to make the right choice. Sometime the right choice is going with your emotional or gut feeling, even if you can't readily explain why you feel that it's the right choice.

Some of the case studies in the book are completely fascinating. In particular, Lehrer discusses patients with Parkinson's Disease who when on a specific medication, thirteen percent will develop a compulsive gambling disorder. I'm not going to give away anymore, as the case study begs to be read!

Another study that was less shocking, but I feel very pertinent involved fifth graders who were given a test.
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65 of 81 people found the following review helpful By Herbert Gintis on January 25, 2009
Format: Hardcover Verified Purchase
"The science of decision-making," says Jonah Lehrer "remains a young science. Researchers are just beginning to understand how the brain makes up its mind." (p. 243) Unlike some of the dimmer acolytes of contemporary (as opposed to old-fashioned Skinnerian) behavioral psychology, Lehrer stresses the importance of reason in the human capacity to make successful decisions. "Simple problems require reason," he notes, and "novel problems also require reason." (p. 244-245) However, he correctly notes that hard problems draw on human capacities, especially the emotions and forms of knowledge that lie below the level of the conscious, that account for the stunning capacity of humans to make good decisions under stressful conditions.

Lehrer is a first-rate writer who takes great care in presenting his evidence. This is a really exciting book to read because of his manner of developing examples of human decision-making under stress and uncertainty. Because this is meant to be a popular book, not a research treatise, Lehrer uses examples rather than statistics, and he takes many creative but sometimes questionable leaps in interpreting the evidence. In the remainder of my review, I will stress the mistakes Lehrer makes because they are instructive. I do not want to dissuade the reader from buying this book---it is a great and insightful read, and the mistakes do not distort the message.

Almost all of Lehrer's questionable assertions are based on the "people are irrational" school of contemporary behavioral psychology. Thus, he calls loss aversion and the framing effects associated with prospect theory (the idea that we are risk-loving over losses and risk-averse over gains) "irrational," and he argues that it is "irrational" not to maximize expected value for lotteries with small stakes.
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