Habits are actions we repeat so often they become automatic. Our brains form pathways that make them easier to perform without thought. For example, we don’t actively think about brushing our teeth or starting the car; our brain simply recognizes the cue and runs the sequence. This process is described by Charles Duhigg in his book The Power of Habit, where he introduces the concept of the "habit loop." This loop consists of three key components: a cue (trigger), a routine (behavior), and a reward. The brain strengthens these pathways over time, making the action automatic. Duhigg explains that once a habit is formed, it becomes ingrained in the brain, and we start performing it without conscious thought.
Intuition, however, operates differently. It’s a subconscious recognition of patterns and cues based on past experiences. Malcolm Gladwell, in Blink, explores how our brains can make rapid, accurate decisions without us being fully aware of it. He refers to this process as "thin slicing," where the brain takes in minimal information and immediately draws conclusions based on previous experiences. Gladwell’s research shows that these quick judgments can often be just as accurate as those made through more deliberate, analytical thinking. However, intuition can be influenced by biases, emotions, and past experiences, which may lead to misjudgments if not carefully considered.
Both habits and intuition allow us to respond quickly and efficiently. But while habits are formed through repetitive behavior, intuition develops through accumulated experience and subconscious recognition. Yet, both can sometimes cloud our judgment.
Daniel Kahneman, in his book Thinking, Fast and Slow, explains that our brains operate in two modes: System 1, which is fast, automatic, and based on intuition, and System 2, which is slow, deliberate, and analytical. Kahneman points out that while System 1 is useful for making quick decisions, it is also prone to cognitive biases that can lead us to overlook the bigger picture. For example, when we rely solely on intuition, we may miss out on more thoughtful, innovative approaches that require us to slow down and analyze the situation more deeply.
Let’s set the scene: You walk into the office, already overwhelmed with a backlog of tasks. Yet, your manager insists that a new project, which seems urgent, must take priority. You dive in, trusting your instincts and relying on your usual approach to handling projects. The steps feel familiar—research, planning, execution. You’re operating on autopilot, making decisions quickly, relying on the patterns and habits you’ve developed over time.
As you move through the project, the results seem promising. You meet the deadline, and everything looks good on paper. However, when you take a step back and reflect, you realize something’s missing—the solution you’ve put together doesn’t have the level of human-centered consideration you initially aimed for. It doesn’t feel as inclusive or as thoughtful as it should be. In relying on your habitual, intuitive workflow, you missed the opportunity to rethink the project approach and bring in diverse perspectives that could have enriched the final outcome.
Habits are actions we repeat so often they become automatic. Our brains form pathways that make them easier to perform without thought. For example, we don’t actively think about brushing our teeth or starting the car; our brain simply recognizes the cue and runs the sequence. This process is described by Charles Duhigg in his book The Power of Habit, where he introduces the concept of the "habit loop." This loop consists of three key components: a cue (trigger), a routine (behavior), and a reward. The brain strengthens these pathways over time, making the action automatic. Duhigg explains that once a habit is formed, it becomes ingrained in the brain, and we start performing it without conscious thought.
Intuition, however, operates differently. It’s a subconscious recognition of patterns and cues based on past experiences. Malcolm Gladwell, in Blink, explores how our brains can make rapid, accurate decisions without us being fully aware of it. He refers to this process as "thin slicing," where the brain takes in minimal information and immediately draws conclusions based on previous experiences. Gladwell’s research shows that these quick judgments can often be just as accurate as those made through more deliberate, analytical thinking. However, intuition can be influenced by biases, emotions, and past experiences, which may lead to misjudgments if not carefully considered.
Both habits and intuition allow us to respond quickly and efficiently. But while habits are formed through repetitive behavior, intuition develops through accumulated experience and subconscious recognition. Yet, both can sometimes cloud our judgment.
