The Intelligence Trap: Revolutionise your Thinking and Make Wiser Decisions

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Similar processes were also the cause of the Challenger crash in 1986, which exploded due to a faulty seal. The study, which took place at Virginia Tech, gathered small groups of people and gave them each some abstract problems while broadcasting their progress — relative to the other team members — on their computer interface.

Part 2 presents solutions to these problems by introducing the new discipline of ‘evidence-based wisdom’ (EBW), which outlines those other thinking dispositions and cognitive abilities crucial for good reasoning. Mostly, these are things from the books I’ve mentioned earlier – well, and also mostly Thinking: Fast and Slow.Those who score higher on measures of IQ and emotional intelligence have a better ability to delay gratification, have less performance anxiety, and develop a better sense of humor than their lower-scoring peers.

But it isn’t, since the first premise only says that “all living things need water”—not that “all things that need water are living. To make matters worse, individuals with an inordinate perfection focus often have huge self-doubt, fear mistakes, and experience highly negative emotions (like depression) when things don’t go as planned. Robson concludes that wise decision-making for large organisations is similar to that in individuals:- Both should humbly accept their limits and the possibility of failure. A combination of interoception (sensitivity to bodily signals), emotion differentiation (the capacity to label your feelings in precise detail) and emotion regulation that together help us to avoid cognitive and affective biases.A study examined the journals of 1,700 scientists and found that 75% of articles with conclusions that contradicted their prior beliefs were never published. The title makes it sound a little bit like the DaVinci code but actually, it’s full of actionable information. I wrote this under my 'friend's' post: "Most of the Einsatzgruppen commanders were professionals; 15 of the 25 leaders had PhDs. Take time to reflect if you are overly invested in being right rather than discovering what you might have missed.

Drawing on the latest behavioural science and historical examples from Socrates to Benjamin Franklin, David Robson demonstrates how to apply our intelligence more wisely; identify bias and enhance our ‘rationality quotient’; read and regulate our emotions; fine-tune our intuition; navigate ambiguity and uncertainty; and think more flexibly about seemingly intractable problems.A quotation from Dr de Bono that often springs to mind is “You cannot dig a hole in a different place by digging the same hole deeper. Next the author ruminates on the important concepts of curiosity and growth mindset and how these relate to brain power. Deliberate practice is a method of developing expertise by breaking down complex skills into smaller components and practicing each component until it is mastered. The fact is, this message was proven to be a fake information more than a year ago, but our senior professional had no clue about it.

We are promoted based on our aptitude at our current job – not on our potential to fill the next role. This power game can be played well or poorly, and in these 48 laws culled from the history and wisdom of the world’s greatest power players are the rules that must be followed to win. Get curious about all aspects of the situation, continually reflecting upon how you are approaching the problem. Emotions can also affect our thinking and it is important to be aware of our emotional state and how it may be influencing our decisions.Besides limiting our ability to learn, this attitude also seems to make us generally more closed-minded and intellectually arrogant.