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We can be blind to the obvious, and we are also blind to our blindness.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Also
Blindness
Obvious
Blind

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Our memory tells us stories, that is, what we get to keep from our experiences is a story.
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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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Often, the most enjoyable part of an activity is the anticipation.
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Individual investors predictably flock to stocks in companies that are in the news.
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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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Optimistic people play a disproportionate role in shaping our lives. Their decisions make a difference they are inventors, entrepreneurs, political and military leaders - not average people. They got to where they are by seeking challenges and taking risks.
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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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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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Groups tend to be more extreme than individuals.
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The amount of success it takes for leaders to become overconfident isn't terribly large.
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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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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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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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That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
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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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Experts don't know exactly where the boundaries of their expertise are.
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If owning stocks is a long-term project for you, following their changes constantly is a very, very bad idea. It's the worst possible thing you can do, because people are so sensitive to short-term losses. If you count your money every day, you'll be miserable.
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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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I have always emphasized the willingness to discard.
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