An executive might have a very strong intuition that a given product has promise, without considering the probability that a rival is already ahead in developing the same product.

Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors.

An investment said to have an 80% chance of success sounds far more attractive than one with a 20% chance of failure. The mind can't easily recognize that they are the same.

The most effortful forms of slow thinking are those that require you to think fast.

The effort invested in 'getting it right' should be commensurate with the importance of the decision.

You're surprised by something, but you don't really know what surprised you; you recognize someone, but you don't really know what cues cause you to recognize that person.

The illusion that we understand the past fosters overconfidence in our ability to predict the future.