We don’t truly evaluate things in absolute terms.
It turns out that every evaluation is a relative evaluation. Our marriage is good when it seems to show more love. Our salary is good when it exceeds others’. If your salary is larger than your sister-in-law’s husband, you’ll probably feel relatively good about your salary – that is, unless your sister-in-law’s husband is a bum and there’s no comparison. What matters for your happiness is how your home stacks up to your friend group. The actual size of your home or your actual salary is irrelevant – mostly. We prefer easy, relative comparisons because, well, they’re easy. In fact, we try to avoid any difficult comparison. Rational decision-making is an expensive process and one that we try to avoid if we can. He only acknowledges that intuition works before rational decision-making can be engaged. However, Klein’s work is on how our “gut” and how our intuition works – not how it gets in the way of rational decision-making. See Lost Knowledge and The New Edge in Knowledge for more on tacit knowledge.) (This fits with knowledge management and the concept of tacit rather than explicit knowledge. More important, he explains that we can’t articulate what we know about how we make our decisions, because they just seem to come to us. Gary Klein shares his studies of fire captains in Sources of Power and Seeing What Others Don’t, and how we internalize how things work and how they fit together. We don’t practice rational decision-making, we practice irrational decision-making. However, Dan Ariely points out in Predictably Irrational: The Hidden Forces That Shape Our Decisions that, not only are we, too, irrational, we’re predictably irrational.
We can’t make sense of what other people do while assuming that we ourselves are completely rational.
It’s not unusual to perceive others as irrational.
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