Thin Slicing

Topics: Decision making, Decision theory, Risk Pages: 4 (1266 words) Published: May 9, 2013
LDC 13-03: Leadership for the Information Age

Thin-Slicing: A Foundational Perspective

Team 2:
Steven Cox, Tina Harmon, Bonita Hilliard, Tracy Hines, Damen Hofheinz

National Defense University
Information Resources Management College

10 February 2013

This paper is my own work. Any assistance I received in its preparation is acknowledged within the paper or presentation, in accordance with academic practice. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in footnotes and bibliography entries. This includes sources which I have quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this University or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit the paper or presentation to a professional publication, peer reviewed journal, or professional conference. This is not a draft, and is submitted for grading to satisfy in part the requirements for this course and the program(s) in which I am enrolled. In typing my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature.

Signatures: //signed// 10 February 2013: Steven Cox; Bonita Hilliard

“Thinking without thinking” (Gladwell, 2005) is the subconscious mind at work rapidly disseminating information and honing in on patterns that really matter to formulate a quick decision or opinion.  This decision making approach is recognized as,  thin-slicing  where small sound bites or snippets of information is quickly assimilated and then based on, experience and expertise the sub consciousness or unconsciousness is lead to formulate opinions or draw conclusions.  This is contrary to...

References: Gingrich, G. (1995). Man vs Machine: The Heart has its reasons that Reason does not Know. Journal of End User Computing, 7, 24-25.
Gingrich, G. (Spring 1998). The Agile Mind of Leadership. Defense Intelligence Journal, 7(1), 67-77.
Gladwell, M. (2005). Blink. New York, NY: Little, Brown and Company. pp. 18-47.
Gladwell, M.  (January 8 2007). Open Secrets.  The New Yorker.
Senge, P.M. (1990). The Fifth Discipline. New York, NY: Doubleday. pp. 68-92.
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