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The conscious mind, on the other hand, is not as methodical, rational, or unbiased.
As a result, decisions influenced by the subconscious, something that often occurs when time does not exist to evaluate things further, tend to be much more accurate and fact-based.
Individuals looking for a date sit at separated tables and do a five-minute interview with their first potential date.
Then a bell goes off, and each of the potential dates get up and rotate to another five-minute interview, until they’ve interviewed everyone who has interested them.
This is the most relevant example, because accepting a job with an employer is a lot like accepting a spouse in a marriage.
Both parties come to the table with expectations, both parties enter into the arrangement voluntarily and can exit at any time, both parties derive benefit from the relationship, and yet both parties remain separate entities continuing to grow/evolve.
There is little argument that traditional interviews are time-consuming for all parties involved, often repetitive, and highly subjective.
“Speed interviewing” and the concepts supporting it come directly from the social phenomena known as “speed dating.” Supported by lots of cognitive research that suggests initial intuition is as accurate as or more accurate than prolonged assessment, a few leading-edge organizations are hopping on board and testing speed interviewing as a possible solution to end the giant disconnect between society today and the HR systems of yesterday.
Thin slicing works because the subconscious mind is very methodical and rational.
In reality, it functions like a finely tuned computer program.
After years of study, he discovered that the observation period could be cut to 15 minutes with a negligible impact on predictive accuracy and to three minutes if an 80% accuracy rating is tolerable.
Today, Gottman only looks for four signs: defensiveness, stonewalling, criticism, and contempt, the last being the most telling sign of failure.