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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
Blindness
Obvious
Blind
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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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Through some combination of culture and biology, our minds are intuitively receptive to religion.
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Laziness is built deep into our nature.
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Policy makers, like most people, normally feel that they already know all the psychology and all the sociology they are likely to need for their decisions. I don't think they are right, but that's the way it is.
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You are more likely to learn something by finding surprises in your own behavior than by hearing surprising facts about people in general.
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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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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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If individuals are rational, there is no need to protect them against their own choices.
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Some memories come with a very compelling sense of truth about them. And that happens to be the case even with memories that are not true.
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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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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 brain scientists are the wave of the future in the financial world. If you seek to maximize understanding, whether you're in academia or in the investment community, you'd better pay serious attention to them.
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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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Most things that couples disagree upon aren't worth more than a day's combat.
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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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Poverty is clearly one source of emotional suffering, but there are others, like loneliness. A policy to reduce the loneliness of the elderly would certainly reduce suffering.
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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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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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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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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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