Includes bibliographical references and index.

Pt. 1. Two systems.
Ch. 1. The characters of the story.
Ch. 2. Attention and effort.
Ch. 3. The lazy controller.
Ch. 4. The associative machine.
Ch. 5. Cognitive ease.
Ch. 6. Norms, surprises, and causes.
Ch. 7. A machine for jumping to conclusions.
Ch. 8. How judgments happen.
Ch. 9. Answering an easier question --
Pt. 2. Heuristics and biases.
Ch. 10. The law of small numbers.
Ch. 11. Anchors.
Ch. 12. The science of availability.
Ch. 13. Availability, emotion, and risk.
Ch. 14. Tom W'S specialty.
Ch. 15. Linda: less is more.
Ch. 16. Causes trump statistics.
Ch. 17. Regression to the mean.
Ch. 18. Taming intuitive predictions --
Pt. 3. Overconfidence.
Ch. 19. The illusion of understanding.
Ch. 20. The illusion of validity.
Ch. 21. Intuitions vs. formulas.
Ch. 22. Expert intuition: when can we trust it?
Ch. 23. The outside view.
Ch. 24. The engine of capitalism --
Pt. 4. Choices.
Ch. 25. Bernoulli’s errors.
Ch. 26. Prospect theory.
Ch. 27. The endowment effect.
Ch. 28. Bad events.
Ch. 29. The fourfold pattern.
Ch. 30. Rare events.
Ch. 31. Risk policies.
Ch. 32. Keeping score.
Ch. 33. Reversals.
Ch. 34. Frames and reality --
Pt. 5. Two selves.
Ch. 35. Two selves.
Ch. 36. Life as a story.
Ch. 37. Experienced well-being.
Ch. 38. Thinking about life.
Conclusion --
Appendix A: Judgment under uncertainty --
Appendix B: Choices, values, and frames.

In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation--each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives--and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.