Book SummaryThink Like a Freak, by Steven Levitt and Stephen Dubner

1-Page Summary1-Page Book Summary of Think Like a Freak

In Think Like a Freak, economist Steven Levitt and journalist Stephen Dubner set out to help readers solve their problems by looking at data in unconventional—yet data-driven and rational—ways. They argue that when you approach problems by properly analyzing facts instead of by following emotions or morals, you’ll come up with far more effective (if unexpected) solutions. This is true whether your problems are lighthearted ones like improving your competitive-eating skills or weighty ones like reducing famine.

The authors build on the success of their 2005 book, Freakonomics, which analyzed everyday problems...

Think Like a Freak Summary Admit What You Don’t Know

Levitt and Dubner write that one reason people fail to solve problems effectively is that they don’t admit when they don’t know something. There are a number of reasons for this: People confuse beliefs with facts, over-estimate their skills, and suffer few consequences for saying things that are wrong. We’ll review each of these points and then explain Levitt and Dubner’s advice for overcoming ignorance by running experiments.

We Confuse Facts With Beliefs

Levitt and Dubner define facts as things that can be scientifically proven—for example, what time the sun rises. Beliefs are things we think (or feel) are true but can’t be scientifically verified—like the existence of angels. They write that we often confuse the two, thinking that our beliefs represent reality in the same way facts do. However, beliefs and reality can be grossly misaligned.

One reason this happens is that our beliefs can be influenced by the views of others—such as politicians, religious leaders, or businesses who profit by influencing your opinions. Another reason our beliefs can be out of step with reality is that they’re shaped by our moral compass—our unshakable sense of right and...

Think Like a Freak Summary Identify the Root Problem

Levitt and Dubner discuss another key reason people have trouble coming up with effective solutions: They identify the wrong problem, which they then set out to solve instead of solving the true, core problem.

This is partly because, for survival reasons, we’ve evolved to quickly identify the most obvious problem. For example, when there’s a tiger hiding in a bush, our lives depend on quickly identifying that danger, not carefully considering it. However, more complex questions have more complex, less obvious answers. But because we’re hard-wired to look for the obvious problem, we mistakenly address what seems like the problem rather than what’s the actual problem. This can lead us to treat the symptoms of the wrong issue entirely.

When Choosing the Obvious Is Helpful

Levitt and Dubner mention the survival advantages of quickly picking out the most obvious danger, but there are other evolutionary advantages, too. One stems from the social nature of our species: We tend to focus on the most obvious danger, or the most obvious answer to a problem, because it helps us coordinate group action—when we can all agree on what to focus on, we can better...

Think Like a Freak Summary Think Like a Kid

Levitt and Dubner advise that to effectively see problems from a new viewpoint, or to generate ideas and questions, it helps to have the mentality of a child. They argue that children inherently see the world from a new angle—not just metaphorically but also literally, since they’re generally smaller than adults—and this allows them to spot things adults overlook.

Kids are also naturally curious, and they haven’t yet developed preconceptions and biases that stop them from seeking to learn—such as overconfidence in their own expertise. Additionally, they don’t know the “common knowledge” related to any particular problem, and they don’t know what others have tried before. This allows them to approach problems with a fresh mindset, without the self-imposed restrictions adults often work under.

(Shortform note: In Zen Buddhism, the concept of thinking like a child is known as shoshin, meaning beginner’s mind. It describes a mentality of openness and eagerness that counteracts what psychologists call the earned dogmatist effect: the closed-mindedness that comes...

Think Like a Freak Summary Use Incentives

Levitt and Dubner write that to solve a problem that involves other people—be it a personal, professional, or societal problem—you must understand how and why people respond to incentives. Incentives are at the root of all human behavior and drive everyone’s decision-making.

Levitt and Dubner note that it can be difficult to identify a person’s true incentives. People don’t always clearly say—or admit—what really drives them. Instead they often say what they think the other person wants to hear, but later, in private, they behave as they truly want to. Economists call these declared preferences and revealed preferences. The key to successfully crafting solutions to problems is figuring out how to bridge the gap between these two types of preferences so that your incentives appeal to what people will do rather than what they think they should do. If you don’t, the solutions you come up with may not inspire people to act as you hope they will, and thus may be ineffective.

(Shortform note: In their earlier book, Freaknomics, Levitt and Dubner define incentives as things that encourage people to [do more good...

Think Like a Freak Summary Know When to Quit

Levitt and Dubner wrap up their arguments by suggesting another unconventional mindset that can keep you from chasing ineffective solutions: Be willing to quit. They write that unrelenting perseverance is often promoted as a positive trait, but it can sometimes be harmful—although persistence and tenacity are key elements of success, you can waste time, energy, and money if you get caught up in pursuing a goal that’s ultimately unattainable. Thus, it’s important to recognize when it’s best to cut your losses, and then to be willing to change your plans. Studies show that people who work toward unattainable goals feel psychologically better when they give them up. This leads to better physical health too.

(Shortform note: In her best-selling book, Grit, Angela Duckworth helped popularize the notion that effort and perseverance count more toward success than raw talent. However, she, too, maintains that sometimes quitting is the best option—you shouldn’t stick to something if you’ve lost passion for it or if you’re [making no...

Shortform Exercise: Identify a Root Problem

Levitt and Dubner write that effective solutions are those that address the true, core problem of a situation, but that often, people try to solve the wrong aspect of a problem—leading to wasted time and effort. In this exercise, try to see a particular difficulty you’ve experienced with fresh eyes.

Describe an issue that comes up repeatedly in your life. It might be in your professional life (such as misunderstandings between you and your manager) or your personal life (such as your kids frequently being late to the school bus in the morning).