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Slow thinking has the feeling of something you do. It's deliberate.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Deliberate
Slow
Feeling
Feelings
Something
Thinking

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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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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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Individual investors predictably flock to stocks in companies that are in the news.
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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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That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
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I have always emphasized the willingness to discard.
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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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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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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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I'm not a great believer in self-help.
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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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We can be blind to the obvious, and we are also blind to our blindness.
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In essence, the optimistic style involves taking credit for successes but little blame for failures.
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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 loss aversion is certainly the most significant contribution of psychology to behavioral economics.
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The concept of happiness has to be reorganised.
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Except for some effects that I attribute mostly to age, my intuitive thinking is just as prone to overconfidence, extreme predictions, and the planning fallacy as it was before I made a study of these issues.
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The amount of success it takes for leaders to become overconfident isn't terribly large.
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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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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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