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Groups tend to be more extreme than individuals.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Extremes
Individuals
Tend
Groups
Individual
Extreme

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We are far too willing to reject the belief that much of what we see in life is random.
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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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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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The most effortful forms of slow thinking are those that require you to think fast.
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Employers who violate rules of fairness are punished by reduced productivity, and merchants who follow unfair pricing policies can expect to lose sales.
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It is only a slight exaggeration to say that happiness is the experience of spending time with people you love and who love you.
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People should be conscious of the large contribution made by anything that gets people together easily in the reduction of loneliness and emotional well-being.
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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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Each additional day together is a gift. The end of the day means the end of hostilities, the recognition that the underlying shared values and commitment to the relationship trump the need for one last dig or self-righteous justification.
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I used to hold a unitary view, in which I proposed that only experienced happiness matters, and that life satisfaction is a fallible estimate of true happiness.
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The confidence that individuals have in their beliefs depends mostly on the quality of the story they can tell about what they see, even if they see little.
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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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It's very easy for trusted companies to mislead naive customers, and life insurance companies are trusted.
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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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People have little idea, by and large, of the investment world. They are convinced they have an advantage.
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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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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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The effort invested in 'getting it right' should be commensurate with the importance of the decision.
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When you look at the books about well-being, you see one word - it's happiness. People do not distinguish.
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