Book contents
- Frontmatter
- Contents
- Preface
- 1 Views of Intelligence
- 2 The Theory of Successful Human Intelligence
- 3 Metacognition: Thinking with Metacomponents
- 4 Advanced Problem-Solving Steps
- 5 Cognitive Processing: Performance Components (I)
- 6 Cognitive Processing: Performance Components (II)
- 7 Logical Reasoning and Analysis of Arguments: Performance Components (III)
- 8 Inference and Inferential Fallacies
- 9 Knowledge-Acquisition Components
- 10 Coping with Novelty
- 11 Deciding for Creativity
- 12 Automatizing Information Processing
- 13 Practical Intelligence
- 14 Why Intelligent People Fail (Too Often)
- References
- Author Index
- Subject Index
3 - Metacognition: Thinking with Metacomponents
Published online by Cambridge University Press: 09 November 2009
- Frontmatter
- Contents
- Preface
- 1 Views of Intelligence
- 2 The Theory of Successful Human Intelligence
- 3 Metacognition: Thinking with Metacomponents
- 4 Advanced Problem-Solving Steps
- 5 Cognitive Processing: Performance Components (I)
- 6 Cognitive Processing: Performance Components (II)
- 7 Logical Reasoning and Analysis of Arguments: Performance Components (III)
- 8 Inference and Inferential Fallacies
- 9 Knowledge-Acquisition Components
- 10 Coping with Novelty
- 11 Deciding for Creativity
- 12 Automatizing Information Processing
- 13 Practical Intelligence
- 14 Why Intelligent People Fail (Too Often)
- References
- Author Index
- Subject Index
Summary
A colleague of ours was about to take a trip to California. He had his plane reservation all set. In order to get to the airport in New York City, he would take a limousine from New Haven, Connecticut. The colleague woke up late; concerned that he would miss the limousine and therefore the plane, he rushed to get ready to leave. Because the limousine makes stops along the way to the airport, and as a result takes a while to reach the airport, it was necessary to get to the limousine terminal well before the plane departed. He packed quickly, realizing that he was probably forgetting some of the things he would need for the trip. But he had no time to reflect on what he would and would not need. After he had packed, he jumped into his car and rushed over to the limousine terminal. Because he was traveling during the morning rush hour, his progress in driving to the limousine terminal was slow. To make things worse, he seemed to hit every red light, and there was construction on one of the roads, slowing down traffic. He arrived at the limousine terminal just as the limousine was pulling out. The colleague was extremely agitated that he had missed the limousine, but saw nothing he could do. The next limousine would not leave for another hour, and it would arrive at the airport too late for him to make the airplane.
- Type
- Chapter
- Information
- Applied Intelligence , pp. 48 - 71Publisher: Cambridge University PressPrint publication year: 2008