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"Thinking, Fast and Slow is a 2011 book by Nobel Prize winner in Economics Daniel Kahneman which summarizes research that he conducted over decades, often in collaboration with Amos Tversky.[1][2] It covers all three phases of his career: his early days working on cognitive bias, his work on prospect theory, and his later work on happiness. The book's central thesis is a dichotomy between two modes of thought: System 1 is fast, instinctive and emotional; System 2 is slower, more deliberative, and more logical. The book delineates cognitive biases associated with each type of thinking, starting with Kahneman's own research on loss aversion. From framing choices to substitution, the book highlights several decades of academic research to suggest that we place too much confidence in human judgment."

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

Addressing knowledge loss at the UK's average rate of staff turnover (around 20% a year, including managers) means that an organizations' bank of remembered know-how and experience can be reduced to homeopathic levels in just a short space of time. Fortunately, not everyone leaves simultaneously and atypical practices like job overlapping and mentoring helps. But given that academics estimate that when employees leave, they take with them up to 90% of their employers' unique knowledge - most of it tacit and nothing of which typically gets into data banks - the compounded attrition of this distinctive component of intellectual capital is still truly massive.