We can be blind to the obvious and Meaning Factcheck Usage

Context

In the book, Kahneman uses this to explain how our intuitive “System 1” creates a compelling but often incomplete narrative of the world. This narrative feels so real and seamless that we don’t see the gaps—the obvious clues or alternative explanations that a more logical “System 2” might have caught if it were engaged. It’s about the *illusion of validity* that our fast-thinking brain creates.

Usage Examples

Here’s where it gets practical. I use this concept all the time.

• In a team meeting: When a project is going off the rails and everyone seems to be ignoring the core problem. You can say, “I’m worried we might be blind to the obvious here—let’s challenge our core assumption about the client’s budget.” It reframes the conversation without pointing fingers.
• For self-reflection: When you’re absolutely certain you’re right in an argument. Pause and ask yourself, “What if I’m blind to my blindness here? What piece of information would prove me wrong?” It’s a powerful humility trigger.
• For Leaders & Managers: This is gold for anyone trying to foster a culture of innovation. You have to actively create processes that surface hidden assumptions, because your team’s collective intuition will have blind spots they don’t even know exist.

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FAQ

Question: Is this the same as the Dunning-Kruger effect?

Answer: They’re cousins, not twins. Dunning-Kruger is specifically about unskilled people overestimating their ability. Kahneman’s quote is broader—it’s about how *everyone’s* cognitive machinery is wired to miss things and remain confidently unaware.

Question: How can I overcome this blindness?

Answer: You can’t eliminate it completely—it’s baked in. But you can manage it. The single best tactic is to **actively seek disconfirming evidence**. Force yourself and your team to argue for the opposite point of view. It’s like turning on a light in a dark room.

Question: Can you give a simple, everyday example?

Answer: Sure. You’re frantically looking for your keys, getting more and more annoyed. They’re not in your pockets, not on the table. You’re blind to the obvious fact that they’re in your hand the whole time. And because your brain is locked on the “search” mode, you’re also blind to your blindness—it never occurs to you to just look down.