In his bestseller Thinking, Fast and Slow, economics Nobel Prize laureate Daniel Kahneman describes the dichotomy between two different “systems” of thinking. As Kahneman explains, it is inherently difficult for people to control fast and intuitive thought. Sometimes fast thinking crops up in situations where we can neither use it nor be conscious of it. Challenging and interdisciplinary projects are such situations. It is exactly in the start-up and definition phases of such initiatives that we run the rather certain risk of experiencing undesirable effects from fast thinking. Therefore we should – not only but especially – learn to “think slow” in the early stages of a project.
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