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A person who has not made peace with his losses is likely to accept gambles that would be unacceptable to him otherwise.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Would
Otherwise
Accept
Loss
Accepting
Gambles
Peace
Unacceptable
Persons
Losses
Person
Gamble
Made
Likely

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Except for some effects that I attribute mostly to age, my intuitive thinking is just as prone to overconfidence, extreme predictions, and the planning fallacy as it was before I made a study of these issues.
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I would not advise people to buy a car or house without making a list. You will probably improve your intuitions by making a list and then sleeping on it.
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All of us would be better investors if we just made fewer decisions.
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Acquisition of skills requires a regular environment, an adequate opportunity to practice, and rapid and unequivocal feedback about the correctness of thoughts and actions.
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Experienced happiness refers to your feelings, to how happy you are as you live your life. In contrast, the satisfaction of the remembering self refers to your feelings when you think about your life.
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Hindsight bias makes surprises vanish.
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Groups tend to be more extreme than individuals.
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Intelligence is not only the ability to reason it is also the ability to find relevant material in memory and to deploy attention when needed.
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The most effortful forms of slow thinking are those that require you to think fast.
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It was always assumed I would be a professor. I grew up thinking it.
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The concept of happiness has to be reorganised.
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Most of the moments of our life - and I calculated, you know, the psychological present is said to be about three seconds long that means that, you know, in a life there are about 600 million of them in a month, there are about 600,000 - most of them don't leave a trace.
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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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That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
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The evidence is unequivocal, there's a great deal more luck than skill in people getting very rich.
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