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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.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Leadership
Pushes
Seen
Associate
Decision
Lest
Make
Associates
People
Fairly
Quickly
Decisions
Indecisive
Perception
Decisiveness

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The illusion that we understand the past fosters overconfidence in our ability to predict the future.
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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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A person who has not made peace with his losses is likely to accept gambles that would be unacceptable to him otherwise.
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In essence, the optimistic style involves taking credit for successes but little blame for failures.
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You should not take your intuitions at face value.
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A general limitation of the human mind is its imperfect ability to reconstruct past states of knowledge, or beliefs that have changed. Once you adopt a new view of the world (or any part of it), you immediately lose much of your ability to recall what you used to believe before your mind changed.
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Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person - you already feel fortunate.
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In a rising market, enough of your bad ideas will pay off so that you'll never learn that you should have fewer ideas.
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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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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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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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That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
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If you're going to be unreligious, it's likely going to be due to reflecting on it and finding some things that are hard to believe.
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An investment said to have an 80% chance of success sounds far more attractive than one with a 20% chance of failure. The mind can't easily recognize that they are the same.
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Many people will admit that they made a mistake [putting money in dot-coms or telecoms at their peak] But that doesn’t mean that they’ve changed their mind about anything in particular. It doesn’t mean that they are now able to avoid that mistake.
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