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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.
Daniel Kahneman
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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Language
Superficial
Use
Situations
Social
Selfish
Also
Likely
Make
Busy
People
Judgment
Cognitively
Situation
Sexist
Choices
Judgments
More quotes by Daniel Kahneman
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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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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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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The illusion that we understand the past fosters overconfidence in our ability to predict the future.
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Laziness is built deep into our nature.
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The concept of happiness has to be reorganised.
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There are some conditions where you have to trust your intuition.
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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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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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The planning fallacy is that you make a plan, which is usually a best-case scenario. Then you assume that the outcome will follow your plan, even when you should know better.
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The easiest way to increase happiness is to control your use of time.
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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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Often, the most enjoyable part of an activity is the anticipation.
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We can be blind to the obvious, and we are also blind to our blindness.
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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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Intuitive diagnosis is reliable when people have a lot of relevant feedback. But people are very often willing to make intuitive diagnoses even when they're very likely to be wrong.
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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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An individual who expresses high confidence probably has a good story, which may or may not be true.
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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 premise of this book is that it is easier to recognize other people's mistakes than your own.
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