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GEORGE LAKOFF Cognitive Scientist and Linguist; Richard and Rhoda Goldman Distinguished Professor of Cognitive Science and Linguistics, UC Berkeley; Author, The Political Mind
Many cognitive biases have been demonstrated by research in psychology and behavioral economics . These are systematic deviations from a standard of rationality or good judgment.
On a scale of one to 10, you probably think you're a seven. And you wouldn't be alone. While it's impossible for most people to be above average for a specific quality, people think they are better than most people in many arenas, from charitable behavior to work performance. The phenomenon, known as illusory superiority , is so stubbornly persistent that psychologists would be surprised if it didn't show up in their studies, said David Dunning , a psychologist at Cornell who has studied the effect for decades. It happens for many reasons: Others are too polite to say what they really think, incompetent people lack the skills to assess their abilities accurately, and such self-delusions can actually protect people's mental health , Dunning told LiveScience . Widespread phenomenon
(NaturalNews) We all want to believe we are tough to fool.
Or, how to recognize Bayes' theorem when you meet one making small talk at a cocktail party.
Evolutionary psychologist Satoshi Kanazawa has this theory, which he calls the Savanna-IQ Interaction Hypothesis . Here's how it goes: intelligence evolved as a way to deal with "evolutionary novelties"--to help humans respond to things in their environment to which they were, as a species, unaccustomed.
Drinking alcohol is evolutionarily novel, so the Hypothesis would predict that more intelligent people drink more alcohol than less intelligent people.
W e’re obviously all at the mercy of forces we only dimly perceive and events over which we have no control, but it’s still unsettling to discover that there are people out there—human beings of whose existence you are totally oblivious—who have effectively toyed with your life. I had that feeling soon after I published Moneyball. The book was ostensibly about a cash-strapped major-league baseball team, the Oakland A’s, whose general manager, Billy Beane, had realized that baseball players were sometimes misunderstood by baseball professionals, and found new and better ways to value them.