Daniel Kahneman

And so if accidentally your impression was in the wrong direction, you're going to confirm it and you don't give yourself a chance to correct it.

Independence is the key because otherwise, when you don't take those precautions, it's like having a bunch of witnesses to some crime and allowing those witnesses to talk to each other.

They're going to be less valuable if you're interested in the truth than keeping them rigidly separate and collecting what they have to say.

Well, yeah, there are many, you know, there are many procedures like red team, blue team, a devil's advocate.

I mean, there's

There have been, you know, many attempts.

In general, you know, if you are the head of a group that makes decisions, one of your missions would be to protect the dissenters because they're very valuable and you should make it painless to dissent or as painless as possible.

But it's hard to dissent.

It's painful and costly.

So protecting dissenters

It's a bit hard to separate.

And judgment is what you do when you integrate a lot of information informally into a score of some kind.

We speak, we being my co-authors and I in the book we're writing, we speak of judgment as measurements.

But it's measurement where the measuring instrument is your mind.

But you do it informally.

And because you do it informally, people are not necessarily going to agree.

So wherever we say it's a matter for judgment, we're allowing for differences, for variability.

Now, judgment can be more or less slow.

more or less systematic.

So at one end, you have pure intuition where you allow the judgment to go very quickly and so on.