Quote

People like leaders who look like they are dominant, optimistic, friendly to their friends, and quick on the trigger when it comes to enemies. They like boldness and despise the appearance of timidity and protracted doubt.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Look
Enemies
Trigger
Looks
Appearance
Boldness
Like
Leaders
Triggers
People
Leader
Dominant
Doubt
Despise
Enemy
Quick
Friends
Optimistic
Protracted
Comes
Friendly
Timidity

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The easiest way to increase happiness is to control your use of time.
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People are really happier with friends than they are with their families or their spouse or their child.
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It was always assumed I would be a professor. I grew up thinking it.
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Overconfidence is a powerful source of illusions, primarily determined by the quality and coherence of the story that you can construct, not by its validity.
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This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.
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The confidence people have in their beliefs is not a measure of the quality of evidence but of the coherence of the story the mind has managed to construct.
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Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person - you already feel fortunate.
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When everybody in a group is susceptible to similar biases, groups are inferior to individuals, because groups tend to be more extreme than individuals.
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It is the consistency of the information that matters for a good story, not its completeness. Indeed, you will often find that knowing little makes it easier to fit everything you know into a coherent pattern.
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Our memory tells us stories, that is, what we get to keep from our experiences is a story.
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We have no reason to expect the quality of intuition to improve with the importance of the problem. Perhaps the contrary: high-stake problems are likely to involve powerful emotions and strong impulses to action.
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Establish a closing ritual. Know when to stop working. Try to end each work day the same way, too. Straighten up your desk. Back up your computer. Make a list of what you need to do tomorrow.
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Adaptation seems to be, to a substantial extent, a process of reallocating your attention.
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You are more likely to learn something by finding surprises in your own behavior than by hearing surprising facts about people in general.
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Survival prospects are poor for an animal that is not suspicious of novelty.
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We associate leadership with decisiveness. That perception of leadership pushes people to make decisions fairly quickly, lest they be seen as dithering and indecisive.
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All of us roughly know what memory is. I mean, memory is sort of the storage of the past. It's the storage of our personal experiences. It's a very big deal.
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The effort invested in 'getting it right' should be commensurate with the importance of the decision.
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If people can construct a simple and coherent story, they will feel confident regardless of how well grounded it is in reality.
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An investment said to have an 80% chance of success sounds far more attractive than one with a 20% chance of failure. The mind can't easily recognize that they are the same.
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