Much of your work focuses on the limitations of human intuition. Do you have any advice about when people should be especially hesitant to trust their intuitions?
When the stakes are high. We have no reason to expect the quality of intuition to improve with the importance of the problem. Perhaps the contrary: High-stake problems are likely to involve powerful emotions and strong impulses to action. If there is no time to reflect, then intuitively guided action may be better than freezing or paralysis, especially for the experienced decision maker. If there is time to reflect, slowing down is likely to be a good idea. The effort invested in “getting it right” should be commensurate with the importance of the decision.
Book: Thinking, Fast and Slow
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Freeman Dyson reviews Kahneman’s “Thinking, Fast and Slow”