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When action is needed, optimism, even of the mildly delusional variety, may be a good thing.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Action
May
Even
Thing
Mildly
Good
Delusional
Optimism
Variety
Needed

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We can be blind to the obvious, and we are also blind to our blindness.
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We can't live in a state of perpetual doubt, so we make up the best story possible and we live as if the story were true.
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Below an income of ... $60,000 a year, people are unhappy, and they get progressively unhappier the poorer they get. Above that, we get an absolutely flat line. ... Money does not buy you experiential happiness, but lack of money certainly buys you misery.
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It's very easy for trusted companies to mislead naive customers, and life insurance companies are trusted.
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Individual investors predictably flock to stocks in companies that are in the news.
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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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People who are cognitively busy are also more likely to make selfish choices, use sexist language, and make superficial judgments in social situations.
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People just hate the idea of losing. Any loss, even a small one, is just so terrible to contemplate that they compensate by buying insurance, including totally absurd policies like air travel.
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Laziness is built deep into our nature.
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Political columnists and sports pundits are rewarded for being overconfident.
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Doubting what you see is a very odd experience. And doubting what you remember is a little less odd than doubting what you see. But it's also a pretty odd experience, because some memories come with a very compelling sense of truth about them, and that happens to be the case even for memories that are not true.
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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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It doesn't take many observations to think you've spotted a trend, and it's probably not a trend at all.
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People exaggerate their confidence in their plans - something we call the planning fallacy... The existence of the plan tends to induce overconfidence.
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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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When people think of the outcomes of their decisions, they think much more short term than that. They think in terms of gains and losses.
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Most people are highly optimistic most of the time.
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The concept of happiness has to be reorganised.
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It's nonsense to say money doesn't buy happiness, but people exaggerate the extent to which more money can buy more happiness.
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