Harvard Business Review

JANUARY 6, 2014

A number of people noted that Nobel prize-winner Daniel Kahneman’s work, nicely summarized in his 2011 book Thinking Fast and Slow , influenced their thinking a great deal. .” This is true, and what’s amazing is that these are exactly the conditions under which algorithms do better than people. Why is this?

Kahneman 8

Kahneman Information Technology Environment Learning-by-Doing 8

Harvard Business Review

JUNE 18, 2018

Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. companies over the period from 1993 to 2011, asking the following question: Is there systematic evidence that overconfident CEOs are indeed better leaders? Most of us think of overconfidence as a bad thing.

Stephenson 10

Stephenson Kahneman CEO Commitment 10

Harvard Business Review

APRIL 9, 2018

Ever since Adam Smith published The Wealth of Nations in 1776, observers have bemoaned boards of directors as being ineffective as both monitors and advisors of management. corporations between 2000 and 2011. How well this approach to selecting directors will be received by management is an open question.

Company 9

Company Kahneman Learning-by-Doing CEO 9

Harvard Business Review

JUNE 13, 2012

In 2011, the company dropped its requirement to exit investment positions when losses exceeded $20 million. At a meeting on April 8, Drew assured Dimon and the operating committee of JPMorgan that the trades were being well managed and would work out. MORE ON MANAGING RISKY BEHAVIORS. Manage Risk Like a Royal Marine.

Banking 9

Banking Kahneman Document Simon 9

Harvard Business Review

FEBRUARY 24, 2015

Conversely, the business may be an “unpolished diamond” that was neglected by its former management for too long and whose value is just waiting to be unlocked. Does the business have a complete, balanced, and cohesive management team? Are the management team and owners prepared to abandon business as usual?

Chemicals 8

Chemicals How To Kahneman Reputation 8

Harvard Business Review

SEPTEMBER 25, 2017

Brain science, popularized in Daniel Kahneman’s book , has shown that this type of “slow thinking” is negatively correlated with “fast thinking,” as might be employed when driving a car or solving a simple sum. But some CEOs have managed to resist these tendencies.

How To 13

How To CEO Kahneman Armstrong 13