Think Like a Freak: 8 key ideas
The core ideas of Think Like a Freak, each in under a minute, written in our own words. Want the full depth? Get the book.
- IDEA 1 OF 8
Admit what you don't know
Levitt and Dubner argue that people often pretend to know answers rather than admit ignorance.
Saying I don't know is the first step towards learning, because it opens the door to gathering evidence and experimenting.
- IDEA 2 OF 8
Ask a better question
Many problems seem hard because we ask the wrong question.
The authors suggest redefining problems in new ways, such as looking at causes instead of symptoms, to find more effective solutions.
- IDEA 3 OF 8
Think like a child
Children ask simple, obvious questions and are not afraid of seeming silly.
The authors argue that this kind of curiosity helps adults notice things experts may overlook. Simple questions can expose hidden assumptions.
- IDEA 4 OF 8
Incentives are powerful tools
The authors explain how incentives can be designed to change behaviour, but warn that people often respond in unexpected ways.
Good incentives require understanding what people really care about. Badly designed incentives can backfire.
- IDEA 5 OF 8
Let people reveal themselves
The authors describe ways to get people to reveal hidden information, such as King Solomon's test of two mothers and a rock band's clause in contracts about sweets.
These tricks help sort honest from dishonest behaviour.
- IDEA 6 OF 8
Persuasion needs respect
People resist being persuaded, especially by those who seem arrogant.
The authors suggest acknowledging the other side, using stories and admitting the weaknesses of your own argument. Insults never change minds.
- IDEA 7 OF 8
Quitting can be wise
The authors argue that people often stick with failing projects because of sunk costs or pride.
Quitting, they suggest, can free time and resources for better opportunities. Knowing when to stop is a skill.
- IDEA 8 OF 8
Thinking freely brings better answers
The authors encourage readers to think beyond conventional wisdom and moral outrage.
Approaching problems with curiosity and data, they argue, leads to better solutions. Being willing to look foolish helps.
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