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A scientific tour of how human decisions are actually made—through a metaphor of decision-making as a manufacturing process shaped by cognitive machinery, motivational controls, and informational inputs.

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What it’s about

Drawing on behavioral decision theory, consumer psychology, and neuroscience, Ryan Hamilton reveals that our choices are far stranger and more predictable than we assume. Using the vivid metaphor of decision making as a manufacturing process—cognitive machinery (the two-system model, heuristics, habits, emotions), a motivational control panel (goals, mindsets, consistency, evolutionary drives, regulatory focus), and raw informational materials (context, framing, memory, assortment, evaluability, halos)—the book shows how objectively irrelevant factors systematically bend our decisions. Whether you're a marketer, manager, policymaker, or simply someone who wants to understand your own mind, this book equips you to anticipate, understand, and influence the decisions of others and yourself, closing with four load-bearing principles: reference points, reasons, resources, and replacement.

The through-line

Who it’s for
A curious reader—consumer, manager, marketer, or policymaker—who wants to understand and improve how they and others make decisions.
The problem
Decisions—their own and others'—are mysterious, often biased, and hard to anticipate or influence. They feel confused or frustrated that their choices don't match their intentions and that they can be manipulated without realizing it.
The plan
  1. Understand the cognitive machinery: the two-system model, heuristics, habits, and self-regulation.
  2. Learn the motivational control panel: goals, mindsets, consistency, emotions, and evolutionary and regulatory drives.
  3. Examine the informational raw materials: context, framing, memory, assortment, evaluability, and halo effects.
  4. Apply the four Rs—reference points, reasons, resources, replacement—to anticipate and influence decisions.
The payoff
The reader can break down complex decisions into understandable components. · They anticipate biases in themselves and others and design better choice environments. · They make more deliberate decisions and resist unhelpful manipulation.

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