What is *Why We Make Mistakes* by Joseph T. Hallinan about?

*Why We Make Mistakes* examines the science behind human error, revealing how cognitive biases, memory limitations, and environmental factors lead to predictable mistakes. Joseph T. Hallinan combines psychology research and real-world examples—from aviation errors to financial misjudgments—to explain why we overlook details, overestimate abilities, and repeat errors. The book offers actionable strategies to mitigate these pitfalls.

Who should read *Why We Make Mistakes*?

This book is ideal for: - **Psychology enthusiasts** interested in decision-making flaws. - **Professionals** in healthcare, finance, or aviation seeking error-reduction strategies. - **General readers** aiming to improve self-awareness and avoid everyday mistakes.

Is *Why We Make Mistakes* worth reading?

Yes—it’s a bestselling work translated into over a dozen languages, praised for blending academic rigor with engaging storytelling. Hallinan’s insights into cognitive illusions and practical tips (like using checklists) make it valuable for personal and professional growth.

Who is Joseph T. Hallinan?

Joseph T. Hallinan is a Pulitzer Prize-winning journalist and author renowned for exploring human behavior. A former *Wall Street Journal* reporter, he’s written acclaimed books like *Kidding Ourselves* and *Going Up the River*. His expertise in investigative reporting lends credibility to his analysis of error mechanisms.

What are the main themes in *Why We Make Mistakes*?

Key themes include: - **Overconfidence**: Why we underestimate risks. - **Attention failures**: How we miss obvious details. - **Memory flaws**: The unreliability of recall. - **Context dependence**: How environments shape decisions.

How does the book explain memory errors?

Hallinan highlights **reconstructive memory**—how brains fill gaps with assumptions—leading to inaccuracies. For example, eyewitness testimony often misrembers events due to stress or suggestion. Context shifts (e.g., learning info in one room but recalling it elsewhere) exacerbate these errors.

What role does overconfidence play in human error?

Overconfidence blinds us to our limitations, causing preventable mistakes. The book cites examples like investors misjudging market risks or doctors dismissing second opinions, emphasizing that **70% of people rate themselves "above average" in skill**—a statistical impossibility.

What practical tips does the book offer to reduce mistakes?

Strategies include: - **Using checklists** to avoid oversight. - **Slowing down** during complex tasks. - **Seeking external feedback** to counter blind spots. - **Redesigning environments** (e.g., clearer signage) to minimize contextual errors.

ミスをおかすのが人間だ

# 私たちはどのように学び、なぜ学べないのか学習は単なる情報の蓄積ではありません。それは、新しい情報を既存の知識と結びつけ、世界に対する理解を再構築する動的なプロセスです。しかし、私たちの多くは、潜在能力を最大限に引き出すことを妨げる障壁に直面しています。 ## 学習のメカニズム効果的な学習には、いくつかの重要な段階が含まれます： 1. **符号化 (Encoding):** 感覚入力を脳が処理できる形に変換すること。 2. **定着 (Consolidation):** 新しい情報を長期記憶に安定させるプロセス。 3. **想起 (Retrieval):** 保存された情報を呼び出す能力。 ### 重要な学習戦略 * **分散学習 (Spaced Repetition):** 学習時間を一度にまとめず、時間を置いて繰り返すこと。 * **想起練習 (Retrieval Practice):** 単に読み直すのではなく、記憶から情報を引き出そうとすること。 * **精緻化 (Elaboration):** 新しい概念を自分の言葉で説明し、既知のことに関連付けること。 ## なぜ学習が停滞するのか最善の意図があっても、学習が妨げられる理由はいくつかあります： ### 1. 流暢性の錯覚 (The Illusion of Fluency) 教材を繰り返し読むと、内容が馴染み深いものになります。私たちはこの「馴染み」を「習得」と勘違いしてしまいますが、実際には情報をアウトプットする準備ができていないことが多いのです。 ### 2. 望ましい困難の欠如学習が「簡単すぎる」と感じる場合、それはおそらく効果的ではありません。深い定着のためには、脳にある程度の負荷（[望ましい困難](https://en.wikipedia.org/wiki/Desirable_difficulty)）が必要です。 ### 3. 固定観念 (Fixed Mindset) 「自分はこの分野が苦手だ」と信じていると、困難に直面したときに諦めやすくなります。一方で、**成長マインドセット**を持つ人は、挑戦を成長の機会として捉えます。 ## 結論学習方法を理解することは、学習そのものと同じくらい重要です。受動的な戦略から能動的な戦略へと切り替えることで、私たちは障壁を克服し、より効果的に新しいスキルや知識を習得できるようになります。

ジョセフ・T・ハリナン

3.9(9055 Reviews)

『ミスをおかすのが人間だ』の概要

鍵を置き忘れたり、誤った判断を下したりするのはなぜだろうと思ったことはありませんか？『Why We Make Mistakes（邦題：ミスをしない脳のつくり方）』は、私たちの不完全な脳の背後にある科学を明らかにし、認知バイアスがいかに日常の選択を妨げているかを示しています。自己認識を、あらゆる業界で活用できる実践的なミス防止戦略へと変える必読の一冊です。

語り方を選ぶ

1冊の本。さまざまな聴き方。

ミスをおかすのが人間だの同じアイデアを、あなたに合う声・深さ・ペースで学べます。いつでも切り替えられます。

第1章

The Fascinating Science Behind Our Everyday Blunders

We all make mistakes-from real estate opportunities we should have seized to relationships we should have avoided. But these errors aren't entirely our fault. Our brains come with built-in biases that shape how we perceive the world, often operating outside our conscious awareness. We prefer turning right when entering buildings, favor the number 7, and stubbornly stick with first answers on tests despite evidence we should change them. These aren't random quirks but systematic patterns in human cognition. "Why We Make Mistakes" has garnered praise from cognitive scientists and business leaders alike for its accessible approach to understanding human error. The book has become required reading in many psychology programs and has influenced corporate training programs at companies like Google and Microsoft. Author Joseph Hallinan, a Pulitzer Prize-winning journalist, spent over two decades collecting fascinating stories of human error-from the vigilantes who attacked a pediatrician's office because they confused "pediatrician" with "pedophile" to the casino mogul who put his elbow through his $139 million Picasso painting while showing it to friends.

第2章

The Illusion of Complete Vision

Our eyes don't work like cameras capturing complete images, despite our intuitive belief that we see everything before us in perfect detail. Instead, they perform rapid movements called saccades, darting about three times per second, with only a quarter-sized area of clear vision at normal reading distance. These movements are so quick and automatic that we're never aware of them happening. The brain stitches together these fragmentary glimpses to create our seamless perception of the world. What we notice depends greatly on who we are and our personal characteristics. Men and women observe entirely different details in the same scene - studies show men tend to focus more on movement and spatial relationships, while women often notice more details about people and colors. Right-handed people remember visual orientation differently than left-handed people, typically showing better recall for objects positioned on their dominant side. Cultural background and professional training also influence what catches our attention - an architect might immediately notice building features that others overlook. This selective perception explains why we miss obvious movie mistakes, even when watching attentively. Even epic films like Ben-Hur, which won eleven Academy Awards, contain glaring continuity errors - damaged chariots that appear undamaged in subsequent shots, soldiers wearing watches in ancient Rome, and numerical inconsistencies in the race sequence where the number of chariots changes between shots. Despite having dedicated script supervisors and multiple viewing passes, these errors persist because our brains aren't designed to maintain perfect visual continuity. Script supervisors openly admit it's "not humanly possible" to spot everything, even with careful documentation and multiple viewings. Our confidence in our visual abilities is wildly misplaced, a phenomenon known as change blindness. In one striking study, all fifty participating students believed they would notice if an actor was substituted during a brief interaction, yet only a third actually detected the switch when it happened. The eye has high resolution only within a narrow two-degree angle - roughly the width of your thumb at arm's length. Beyond that, our vision becomes progressively blurrier, though we rarely notice this limitation because our eyes constantly move to bring different areas into focus. How we perceive others depends heavily on how we categorize them, a process that occurs automatically and often unconsciously. When experimenters dressed as construction workers approached students, only four of twelve pedestrians noticed when the person was switched, compared to seven of fifteen when dressed as fellow students. This demonstrates how we tend to see categories rather than individuals when looking at people from groups different than our own. This "out-group homogeneity effect" explains why people often have trouble distinguishing between members of other racial or ethnic groups while easily recognizing differences among their own group. Even when we know we're susceptible to visual errors, we remain vulnerable to them - knowledge doesn't override our automatic perceptual processes. The famous Shepard "Turning the Tables" illusion demonstrates this perfectly - two identical tabletops appear dramatically different in shape, and this perception persists even after measuring proves they're identical. Our perceptual machinery is deeply entrenched in our nervous system and operates automatically, making errors without our awareness or consent. This has important implications for eyewitness testimony, surveillance, and any situation where we rely on human visual perception.

聴きながら、すべての言葉を目で追えます

『ミスをおかすのが人間だ』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

Memory's Selective Filter

Our memory prioritizes meaning over surface details. When Nickerson and Adams asked twenty people to draw a penny from memory, only one person (a collector) accurately recalled all eight critical features. Most remembered just three features, commonly omitting the word "LIBERTY." In follow-up tests, fewer than half could identify the accurate penny among fifteen variations. Names, like penny features, are forgettable because they lack inherent meaning-they're just arbitrary labels. In a British study where people read fake biographies, they remembered jobs (69%) and hobbies (68%) far better than first names (31%) or last names (30%). This happens because occupations and activities are "semantically richer"-they connect to our experiences while names are just labels without meaning. Our minds struggle with meaningless information. Hermann Ebbinghaus proved this over a century ago by memorizing nonsense syllables, finding he forgot more than half within just one hour. We can overcome this limitation through mnemonics-associating meaningless data with meaningful concepts. A college runner with average intelligence expanded his digit span from seven (normal) to eighty by converting number sequences into running times (5-1-3 became "5 minutes, 13 seconds"). We consistently overestimate our ability to remember meaningless information. The New York Times reports 1,000 readers weekly forget their passwords, and up to 80% of corporate help desk calls involve password recovery. One survey found 38% of lost items were eventually found in "illogical" places-people mistakenly believe unusual hiding spots are more memorable when they're actually more forgettable. Our brains naturally extract meaning from seemingly meaningless information, making it memorable without conscious effort. This is especially true with faces-humans have an innate ability to recognize and judge faces almost from birth. Surprisingly, we remember faces better when we judge them for emotional traits like honesty rather than physical features like hair. This deeper processing creates stronger memory connections.

第4章

The Automatic Connections We Can't Control

Our brains automatically make connections and form perceptions without our conscious awareness. We form impressions about people's competence from facial appearances in less than one second, and these quick judgments are remarkably persistent. In a Princeton study, researchers found that perceptions of competence based solely on candidates' faces predicted U.S. congressional election outcomes better than chance-the seemingly more competent-looking candidate won 72% of Senate races. Our brains detect incredibly subtle cues about others without our conscious awareness. Women undergo physical changes throughout their menstrual cycle that affect their attractiveness, with facial appearance, waist-to-hip ratio, and body scent all peaking just before ovulation. Research with topless dancers revealed they earned significantly more ($335 vs $185 per shift) during fertile periods compared to menstruation-a 45% difference. Somehow, male customers detected fertility signals despite having no obvious visual cues. We form unconscious associations between price and quality despite knowing better intellectually. Stanford and Caltech researchers demonstrated this when volunteers tasted wines labeled with different prices. Participants consistently preferred the "expensive" wines, even when researchers secretly served the same wine in differently priced bottles. Brain scans confirmed this wasn't mere snobbery-the medial orbitofrontal cortex (which processes pleasure) showed more activity when drinking "expensive" wine. Color profoundly influences our judgments. People rate black and red pills as "strongest" and white ones as "weakest." This association extends to sports: referees shown identical aggressive football plays judged the team in black uniforms more harshly than the same team in white. Real-world data confirms this bias-NFL and NHL teams wearing black uniforms receive significantly more penalties. We stubbornly cling to first impressions despite evidence against them. Three-quarters of college students and most professors believe sticking with initial test answers is better than changing them. Test prep guides like Barron's even advise against changing answers. Yet over seventy years of research proves this completely wrong-most answer changes are from wrong to right, and people who change answers typically improve their scores.

『ミスをおかすのが人間だ』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

Our Rose-Colored Memory Glasses

People consistently misremember their past in self-flattering ways. When college students were asked to recall their high school grades, 29% remembered incorrectly, with most errors shifting grades upward. The recall accuracy for As was 89%, but only 29% for Ds. Similarly, parents remember their parenting methods as closer to expert recommendations than they actually were, and gamblers recall wins more fondly than losses. John Dean's testimony during the Watergate scandal provides a perfect case study of self-serving memory. Though known as "the human tape recorder" for his supposedly excellent recall, when Dean's testimony about conversations with Nixon was compared to actual tape recordings, his account was wildly inaccurate. Dean's memory systematically distorted events to make his role seem more central and important than it actually was. Hindsight bias fundamentally distorts our memories of past events. Knowing how something turned out profoundly influences how we perceive and remember it, giving outcomes an appearance of inevitability they never had. Baruch Fischhoff's research during Nixon's historic 1972 trips to China and the Soviet Union demonstrated that people misremember their predictions to make themselves appear more prescient than they were. Our memories of our sex lives are often inaccurate and self-serving. Men routinely report more lifetime sexual partners than women do on national surveys-up to four times as many-even though logically these numbers should be equal. This discrepancy doesn't appear to be intentional deception, as men and women give similar answers about other intimate aspects of their sex lives. Rather, both genders seem to misremember in stereotypical, self-serving directions. Gamblers display a similar pattern of self-serving memory bias. Tom Gilovich's research found that when gamblers win, they make "bolstering comments" about their foresight, but when they lose, they offer "undoing comments" explaining how the game should have gone differently. They blame losses on flukes like fourth-quarter fumbles, reframing defeats not as true losses but as "near wins." We often don't recognize when our judgments are biased. Research shows that snap judgments based merely on politicians' faces can anchor our voting preferences, even when we later receive substantial information about their positions. These quick, shallow impressions influence our decisions without our awareness. George Loewenstein of Carnegie Mellon notes that "people always think they're not biased-even when you can document statistically that there's a huge bias."

第6章

The Multitasking Myth

Despite our cultural obsession with multitasking, our brains don't actually process multiple conscious tasks simultaneously. Instead, our attention jumps rapidly between activities, creating an illusion of simultaneity. Office workers face interruptions roughly twenty times per hour, limiting focused work to mere three-minute intervals. Even computers don't truly multitask-they switch between tasks thousands of times per second. The cognitive costs of task-switching are substantial. Our working memory-that mental to-do list-begins evaporating after just two seconds, with up to 40% forgotten within fifteen seconds of considering a new problem. Workplace studies reveal it takes up to fifteen minutes to regain deep concentration after interruptions like phone calls or emails. Divided attention can cause "inattentional blindness"-failing to see objects directly in our visual field. This phenomenon turned deadly when bus driver James Anthony Jones, distracted by a cell phone call to his sister, drove straight into a bridge despite warning signs about insufficient clearance. Though his bus was two feet too tall for the right lane, Jones never changed lanes, applied brakes, or even saw the bridge itself before impact. Driver distraction causes far more accidents than previously believed. Video studies reveal that in 78% of crashes, drivers were looking away or engaged in secondary tasks-triple the rate estimated by self-reporting studies. Even a two-second glance doubles accident risk, yet entering an address into a GPS typically takes 86 seconds and 20-35 glances away from the road. Carmakers are increasingly outfitting vehicles with distracting devices despite safety concerns. Chrysler's CEO Robert Nardelli even described cars as "your most favorite room under your roof," calling them "living rooms on wheels." Microsoft partnered with Ford to create Sync, a $395 system allowing drivers to operate phones, iPods, and send text messages while driving. Yet these entertainment systems create dangerous distractions, particularly for older drivers whose recovery times between tasks can be twice as long as younger drivers. Multitasking while driving isn't just about keeping hands on the wheel-it's about cognitive interference. The Stroop effect, discovered in 1935, shows how processing one task creates interference with another. This explains why "safety" devices like Volvo's Blind Spot Information System (BLIS) can actually become dangerous distractions, constantly interrupting drivers at critical moments.

聴きながら、すべての言葉を目で追えます

『ミスをおかすのが人間だ』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

How Framing Shapes Our Decisions

Kahneman and Tversky's research showed how framing dramatically affects our decisions. In one experiment, they presented two groups with identical scenarios about disease prevention, but framed differently. When options were presented as lives saved, 72% chose the conservative option guaranteeing 200 people saved. When framed as lives lost, 78% chose the risky option with a one-third chance of saving everyone. The same choices with different frames produced opposite preferences. When facing potential losses, we tend to take risks, but when considering gains, we become conservative. This pattern stems from our dual risk analysis systems: an automatic, intuitive system and a more thoughtful one, with feelings dominating our risk perception. David Romer's NFL study demonstrates this bias even among professionals-coaches go for it on fourth down only 13% of the time, though statistical analysis shows they'd be better off doing so 40% of the time. Time horizons dramatically influence our decision frames. When consequences seem distant, we take bigger risks; when immediate, we become conservative. Women's preferences for childbirth anesthesia change before, during, and after labor. After 9/11, shortened time horizons led many Americans to abandon long-term health goals for immediate gratification. Studies show people choose highbrow movies for future viewing but action films for immediate watching. Corporations increasingly leverage psychological framing to influence customer decisions. A South African bank experiment found that including a woman's photo on loan offer letters increased demand among male customers as much as dropping the interest rate five percentage points-a stunning psychological effect with significant profit implications. We anchor our decisions to almost any number presented first, even implausible ones. McCracken's grocery price study revealed that while stores lowered prices on advertised items, they simultaneously raised prices on non-published items to compensate. Stores use multiple-unit pricing ("4 for $2" instead of "50 each") to anchor shoppers to buying more, increasing sales by 32%. Similarly, quantity limits like "Limit 12 per customer" boost purchases by setting higher anchors. The listing price of a home serves as a powerful anchor in real estate negotiations. In a revealing experiment comparing college students to seasoned real estate agents, both groups' estimates of a home's value were significantly biased by the initial listing price, despite having extensive property information. Surprisingly, the professionals' estimates were just as influenced as the amateurs', yet the agents denied using listing price in their considerations.

第8章

Pattern Recognition: Blessing and Curse

We rarely read every letter of every word. Instead, we recognize patterns and pay more attention to the beginnings of words than their endings, which explains errors like confusing "unicycles" with "unicorns." This tendency to skim increases with expertise-the better we are at something, the more we rely on pattern recognition rather than detailed inspection. Expertise comes with a trade-off: increased speed but decreased attention to detail. Piano teacher Boris Goldovsky discovered this when only a novice student noticed a misprint in a Brahms capriccio that had been overlooked by countless experts. When Goldovsky challenged skilled sight readers to find the error, none could locate it without being told which measure contained the mistake. Their expertise had led them to automatically "correct" the error in their minds. The world abounds with "Goldovsky" errors-mistakes overlooked by experts but caught by novices. A thirteen-year-old schoolboy corrected NASA's asteroid collision estimates. A fifth-grader discovered an error at a Smithsonian exhibit undetected for 27 years. And another thirteen-year-old in Finland recognized that footage purported to be a Russian submarine was actually from the movie Titanic. John Sloboda's research extended Goldovsky's findings by introducing altered notes into sheet music. When musicians played the piece once, they missed about 38 percent of the alterations. Surprisingly, when they played it a second time, error detection got worse, not better. This suggests musicians were no longer playing note by note but looking for patterns-essentially skimming. As something becomes familiar, we notice less, not more. Context profoundly affects perception. In Frederica, Delaware, a woman's suicide by hanging went unreported for fourteen hours because neighbors thought her body was a Halloween decoration. Without proper context, recognition becomes difficult-whether it's identifying a person out of their usual setting or understanding written passages. Researchers Bransford and Johnson found that without contextual clues (like knowing a passage was about washing clothes), readers struggled to comprehend seemingly straightforward text. Context is crucial for memory. When preschoolers were asked to recall a park visit, their memory was significantly better when physically back in the park than when in a quiet room. Adults show the same tendency: in an experiment, people who memorized words underwater recalled them best underwater, while those who learned on land remembered best on land. Physical context provides powerful memory cues that aid recall.

『ミスをおかすのが人間だ』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Designing Systems for Human Fallibility

One effective way to reduce errors is through constraints-simple mental aids that keep us on track by limiting our alternatives. These "bumpers" nudge us back on course and block potential errors. Constraints come in various forms-physical shapes, colors, sounds, or smells-and well-designed products incorporate them so seamlessly we barely notice their presence. The lack of effective constraints can lead to serious errors. In November 2007, newborn twins Thomas Boone and Zoe Grace Quaid nearly died when nurses at Cedars-Sinai hospital twice administered massive overdoses of heparin (10,000 units/ml instead of 10 units/ml). The error occurred because the vials lacked strong constraints-both had similar size, shape, and blue labels (one dark, one light). Drug name confusion causes frequent mix-ups. The FDA warned about edetate disodium and edetate calcium disodium-both commonly called EDTA but used for entirely different conditions-after nearly a dozen deaths over thirty years. Unlike aviation navigation points with meaningful names (ALAMO for San Antonio, MICKI/MINEE/GOOFY for Orlando), prescription drug names offer no clues to their purpose. Uncertainty breeds error, as shown by the Quaid twins' heparin incident. Many everyday products are needlessly complex, like BMW's infamous iDrive system that controlled over 700 functions through a single knob, forcing drivers to take their eyes off the road. The lesson is clear: simplify where possible and build in constraints to block errors. Mistakes attributed to "human error" often have deeper roots elsewhere. Like a ceiling leak whose source may be far from where it appears, the root causes of errors require deep understanding of human motivation. Organizations serious about eliminating errors design systems that account for human fallibility. After the Indianapolis tragedy, Methodist Hospital replaced high-dose heparin vials with specially designed syringes and required two healthcare workers to verify doses. When errors occur, we typically look down the chain to blame the last person involved. But this approach rarely prevents recurrence. When multiple people make identical mistakes, the problem is likely systemic, not individual. Many errors stem from workplace culture. High-reliability organizations (HROs) like naval aviation achieve remarkably low failure rates through rigorous safety protocols. While hospitals claim similar safety standards, surveys reveal striking differences: problematic safety responses appear three times more frequently among medical staff than pilots.

第10章

Making Fewer Mistakes

The key to making fewer mistakes is to think small. In the United States, 7,000 people die annually from doctors' sloppy handwriting. South African borrowers were influenced more by an attractive woman's picture than by interest rates. NHL and NFL penalties are affected by uniform colors. As Cornell professor Tom Gilovich notes about the black uniforms experiment: "The tiniest little change in circumstance can have big impacts on people's behavior." Overconfidence can be corrected through proper calibration. Royal Dutch Shell discovered their geologists were consistently overconfident in predicting oil deposits, so they implemented training that made geologists more like weather forecasters-providing precise probability estimates and receiving direct feedback. This dramatically improved accuracy. For personal decisions like stock picks, track not just what you chose but what you considered but rejected. When making major decisions, ask "What could go wrong?" Atul Gawande calls this "the power of negative thinking." Walter Reed Army Medical Center reduced soldier death rates from 25% to 10% by actively tracking failures and finding solutions. When they discovered soldiers weren't wearing protective eyewear because they were "too ugly," they switched to cooler-looking glasses, immediately reducing eye injuries. Habit makes us see patterns rather than details, causing us to miss errors. When proofreading, don't just rely on colleagues who might miss the same errors you do-have partners or even children review your work. Slowing down helps too. Multitasking is largely a mirage with strict cognitive limits. Like the pilot who crashed while hunting for a $12 lightbulb, we get distracted by small things like GPS devices or iPods. Sleep deprivation causes numerous errors and increases risk-taking behavior. Even moderate sleep deprivation impairs the brain equivalent to driving drunk. Between 2003-2007, at least six cases of pilots falling asleep mid-flight occurred in the US. Medical residents working marathon shifts show a 700% increase in fatigue-related patient harm and a 300% increase in errors leading to death. Happy people make fewer habit-induced errors and show more creativity in problem-solving. In experiments with the candle-and-box-of-tacks problem, 75% of participants who watched comedy bloopers solved it correctly, compared to only 20% who watched a math film. Even small mood boosters like candy can help-doctors given chocolate diagnosed liver problems more quickly than those without. After more than a decade studying happiness, David Schkade concluded that time, not money, is life's true currency. People's biggest mistake when making major life changes is not changing how they use their time. Many retirees return to work because they continue old routines rather than developing new ones. The key insight: happiness comes not from where you live but how you use your time. Forgetting this may be our biggest mistake of all.

★★★★★

『ミスをおかすのが人間だ』を最後まで読み終えました

100万人以上の学習者に愛用されています

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『ミスをおかすのが人間だ』の主要テーマ

cognitive bias
human error
selective perception
memory distortion
change blindness

『ミスをおかすのが人間だ』の名言

Our confidence in our visual abilities is wildly misplaced.
Names, like penny features, are forgettable because they lack inherent meaning.
Our minds struggle with meaningless information.
We consistently overestimate our ability to remember meaningless information.
Our brains automatically make connections and form perceptions without our conscious awareness.

『ミスをおかすのが人間だ』の登場人物

Joseph T. HallinanPulitzer Prize-winning journalist and author
Hermann EbbinghausPsychologist who studied memory and forgetting
Nickerson and AdamsResearchers who studied memory of common objects
ShepardCreator of the 'Turning the Tables' visual illusion

著者について

ピューリッツァー賞受賞ジャーナリストであり、ベストセラー『Why We Make Mistakes』（邦題：『なぜ人はミスをするのか』）の著者であるジョセフ・T・ハリナンは、認知心理学と意思決定の観点から人間の行動を探求することを専門としています。ウォール・ストリート・ジャーナルやニューヨーク・タイムズの元記者であるハリナンは、厳格な調査能力と親しみやすいストーリーテリングを組み合わせ、なぜ人々が間違いを見逃し、リスクを誤判断し、誤った自信に固執してしまうのかを解き明かします。彼の専門性は、医療、刑事司法、そして日常生活における構造的な失敗を長年分析してきた経験に基づいています。その中には、ヘルスケア監視体制の重大な欠陥を明らかにし、ピューリッツァー賞を受賞した医療過誤に関する調査も含まれています。

ハリナンの他の著作には、大量投獄の実態を画期的な視点で描き、ニューヨーク・タイムズの「注目の本」に選ばれた『Going Up the River: Travels in a Prison Nation』や、バイアスがいかに現実を形作るかを検証した『Kidding Ourselves: The Hidden Power of Self-Deception』（邦題：『自分を欺く力』）などがあります。

ヴァンダービルト大学の客員教授を務めるほか、NPRの『Fresh Air』やCBSニュースのコメンテーターとしても頻繁に活動しており、学術研究と一般の理解を繋ぐ架け橋となっています。『Why We Make Mistakes』は米国だけで10万部以上を売り上げ、12言語に翻訳されており、行動科学における重要な著作としての地位を確立しています。

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You're About to Make a Terrible Mistake!

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Why Smart People Make Predictably Irrational Workplace Decisions の書籍表紙

[PDF] Toward a Theory of Behavioral Operations - Harvard Business School

Behavioral Operations: Past, Present, and Future

6 sources

Why Smart People Make Predictably Irrational Workplace Decisions

Cognitive Biases: Our Mind's Hidden Shortcuts の書籍表紙

11 sources

Cognitive Biases: Our Mind's Hidden Shortcuts

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Why Your Memory Lies

This learning plan is essential for anyone interested in psychology, law, or personal development who wants to understand why our brains often misremember facts. It provides a scientific foundation for those looking to improve their decision-making and interpersonal communication by acknowledging the limits of human recall.

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Unshakable: The Mistake-Proof Mindset

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1 h 30 m•3 セクション

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The Science of Better Choices

This learning plan is essential for anyone looking to bridge the gap between impulsive reactions and deliberate, rational decision-making. It is particularly beneficial for leaders and professionals who must navigate complex social environments and manage cognitive biases to achieve better outcomes.

40 m•4 セクション

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Beyond Blame: Correcting the Fundamental Attribution Error

In an increasingly polarized world, understanding why we judge others unfairly is a critical leadership and social skill. This plan is ideal for managers, educators, and anyone looking to improve their emotional intelligence by mastering the psychological roots of human behavior.

1 h 15 m•3 セクション

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The Science of Self-Sabotage

This plan is essential for high-achievers and chronic caretakers who feel stuck in repetitive patterns of failure or burnout. It offers a deep dive into the neurobiology of behavior, making it ideal for anyone looking to reclaim control over their choices and mental well-being.

30 m•3 セクション

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Master self-deception

In a world full of cognitive shortcuts, understanding how we lie to ourselves is the ultimate competitive advantage. This plan is essential for leaders, decision-makers, and individuals seeking personal growth who want to strip away mental illusions and see reality clearly.

5 h 24 m•4 セクション

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Master behavioral economics

Behavioral economics has revolutionized how we understand human decision-making, revealing that people consistently make predictable errors in judgment that traditional economics cannot explain. This learning plan is essential for professionals in business, policy, marketing, product design, and leadership roles who want to understand what truly drives human behavior and how to design systems that lead to better outcomes. Whether you're optimizing user experiences, crafting policies, developing marketing strategies, or simply seeking to make better decisions yourself, mastering these principles provides a powerful competitive advantage.

4 h 39 m•4 セクション

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The Management Shadow: Taleb/Kahneman/Greene

In an era of radical uncertainty, traditional management frameworks often fail because they ignore human irrationality and the impact of rare events. This plan is designed for leaders and strategists who want to master the hidden psychological and systemic forces that govern success and power.

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コロンビア大学卒業生がサンフランシスコで開発

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BeFreedがウェブ上でどのように話題になっているかをもっと見る

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第2章

ミスをおかすのが人間だ

概要『ミスをおかすのが人間だ』の概要

1冊の本。さまざまな聴き方。

The Fascinating Science Behind Our Everyday Blunders

The Illusion of Complete Vision

聴きながら、すべての言葉を目で追えます

Memory's Selective Filter

The Automatic Connections We Can't Control

『ミスをおかすのが人間だ』をもっと深く楽しむ

Our Rose-Colored Memory Glasses

The Multitasking Myth

聴きながら、すべての言葉を目で追えます

How Framing Shapes Our Decisions

Pattern Recognition: Blessing and Curse

『ミスをおかすのが人間だ』をもっと深く楽しむ

Designing Systems for Human Fallibility

Making Fewer Mistakes

『ミスをおかすのが人間だ』を最後まで読み終えました

『ミスをおかすのが人間だ』の主要テーマ

『ミスをおかすのが人間だ』の名言

『ミスをおかすのが人間だ』の登場人物

著者について

ミスをおかすのが人間だの要約をダウンロード

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この本に関するよくある質問

What is Why We Make Mistakes by Joseph T. Hallinan about?

Who should read Why We Make Mistakes?

Is Why We Make Mistakes worth reading?

Who is Joseph T. Hallinan?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

The Fascinating Science Behind Our Everyday Blunders

The Illusion of Complete Vision

聴きながら、すべての言葉を目で追えます

Memory's Selective Filter

The Automatic Connections We Can't Control

『ミスをおかすのが人間だ』をもっと深く楽しむ

Our Rose-Colored Memory Glasses

The Multitasking Myth

聴きながら、すべての言葉を目で追えます

How Framing Shapes Our Decisions

Pattern Recognition: Blessing and Curse

『ミスをおかすのが人間だ』をもっと深く楽しむ

Designing Systems for Human Fallibility

Making Fewer Mistakes

『ミスをおかすのが人間だ』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『ミスをおかすのが人間だ』の概要