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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
Make
Associates
People
Fairly
Quickly
Decisions
Indecisive
Perception
Decisiveness
Leadership
Pushes
Seen
Associate
Decision
Lest
More quotes by Daniel Kahneman
Slow thinking has the feeling of something you do. It's deliberate.
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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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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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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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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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It was always assumed I would be a professor. I grew up thinking it.
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When people believe a conclusion is true, they are also very likely to believe arguments that appear to support it, even when these arguments are unsound.
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Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don't know the odds. It's a big difference.
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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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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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The premise of this book is that it is easier to recognize other people's mistakes than your own.
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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 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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I have always emphasized the willingness to discard.
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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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An individual who expresses high confidence probably has a good story, which may or may not be true.
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This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.
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Laziness is built deep into our nature.
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Hindsight bias makes surprises vanish.
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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.
Daniel Kahneman
