Leading Blog

DECEMBER 6, 2019

Daniel Kahneman, who won the Nobel Prize for his research on behavioral economics, calls them System 1 and 2. Its cognitive processes take place mainly in the amygdala and other parts of the brain that developed early in our evolution. For example, we make bad hires if we rely on our autopilot system.

Kahneman 261

Kahneman System Handbook Stress 261

The Horizons Tracker

DECEMBER 7, 2021

When Daniel Kahneman proposed Systems 1 and 2 thinking, it was generally System 2 that took most of the plaudits. Events, such as career shocks, can be either positive, in the sense of gaining an unexpected promotion, or negative, in the sense of losing one’s job. Emotional responses.

Kahneman 130

Kahneman Management Proposal Uncertainty 130

HR Digest

FEBRUARY 14, 2022

They cover recruiting, hiring, managing employees, motivating workers, developing talent, managing diversity, and much more. For example, Adams demonstrates how to better manage employees in a more digital and disruptive company environment by using examples from her time as the BBC’s HR director. Let’s begin.

Books 98

Books Human Resources Diversity Kahneman 98

HR Digest

FEBRUARY 14, 2022

They cover recruiting, hiring, managing employees, motivating workers, developing talent, managing diversity, and much more. For example, Adams demonstrates how to better manage employees in a more digital and disruptive company environment by using examples from her time as the BBC’s HR director. Let’s begin.

Books 52

Books Human Resources Diversity Kahneman 52

Harvard Business Review

FEBRUARY 29, 2012

This idea of prospect theory, developed by Tversky and Kahneman and reported in a classic 1979 article (for which the Nobel prize was awarded) demonstrated that individuals do not make decisions rationally by selecting options with the highest expected value, because they are risk-averse and 'losses loom larger than gains.'.

Kahneman 14

Kahneman Tversky Company Innovation 14

Harvard Business Review

JUNE 20, 2014

Researchers have confronted us in recent years with example after example of how we humans get things wrong when it comes to making decisions. Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right , or could at least learn to. But the same managers would never admit this in public.

Uncertainty 10

Uncertainty Kahneman Banking System 10