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The amount of success it takes for leaders to become overconfident isn't terribly large.

Daniel Kahneman

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Daniel Kahneman
Age: 90
Born: 1934
Born: March 5
Economist
Psychologist
University Teacher
Tel Aviv
Israel
D Kahneman
Success
Become
Terribly
Leaders
Large
Amount
Leader
Takes

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It is only a slight exaggeration to say that happiness is the experience of spending time with people you love and who love you.
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Alternative descriptions of the same reality evoke different emotions and different associations.
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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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There's a tendency to look at investments in isolation. Investors focus on the risk of individual securities.
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Often, the most enjoyable part of an activity is the anticipation.
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Divorced women, compared to married women, are less satisfied with their lives, which is not surprising. But they're actually more cheerful, when you look at the average mood they're in in the course of the day.
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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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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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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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Odd as it may seem, I am my remembering self, and the experiencing self, who does my living, is like a stranger to me.
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Most things that couples disagree upon aren't worth more than a day's combat.
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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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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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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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The concept of happiness has to be reorganised.
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Most of the moments of our life - and I calculated, you know, the psychological present is said to be about three seconds long that means that, you know, in a life there are about 600 million of them in a month, there are about 600,000 - most of them don't leave a trace.
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We're generally overconfident in our opinions and our impressions and judgments.
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We are very influenced by completely automatic things that we have no control over, and we don't know we're doing it.
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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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The dominance of conclusions over arguments is most pronounced where emotions are involved.
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