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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
Variety
Needed
Action
May
Even
Thing
Mildly
Good
Delusional
Optimism
More quotes by Daniel Kahneman
We have associations to things. We have, you know, we have associations to tables and to - and to dogs and to cats and to Harvard professors, and that's the way the mind works. It's an association machine.
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The concept of loss aversion is certainly the most significant contribution of psychology to behavioral economics.
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There's a tendency to look at investments in isolation. Investors focus on the risk of individual securities.
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In a rising market, enough of your bad ideas will pay off so that you'll never learn that you should have fewer ideas.
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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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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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The concept of happiness has to be reorganised.
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Negotiations over a shrinking pie are especially difficult because they require an allocation of losses. People tend to be much more easygoing when they bargain over an expanding pie.
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A general limitation of the human mind is its imperfect ability to reconstruct past states of knowledge, or beliefs that have changed. Once you adopt a new view of the world (or any part of it), you immediately lose much of your ability to recall what you used to believe before your mind changed.
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Question: So investors shouldn't delude themselves about beating the market? Answer: They're just not going to do it. It's just not going to happen.
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One thing we have lost, that we had in the past, is a sense of progress, that things are getting better. There is a sense of volatility, but not of progress.
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My interest in well-being evolved from my interest in decision making - from raising the question of whether people know what they will want in the future and whether the things that people want for themselves will make them happy.
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The easiest way to increase happiness is to control your use of time.
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You're surprised by something, but you don't really know what surprised you you recognize someone, but you don't really know what cues cause you to recognize that person.
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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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The illusion that we understand the past fosters overconfidence in our ability to predict the future.
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Many people will admit that they made a mistake [putting money in dot-coms or telecoms at their peak] But that doesn’t mean that they’ve changed their mind about anything in particular. It doesn’t mean that they are now able to avoid that mistake.
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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.
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If individuals are rational, there is no need to protect them against their own choices.
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Experts don't know exactly where the boundaries of their expertise are.
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