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Why Leaders Don’t Listen

Great Leadership By Dan

Nobel laureate Daniel Kahneman explains in his book, Thinking Fast and Slow , we don’t embrace ambiguity because of “…our excessive confidence in what we believe we know, and our apparent inability to acknowledge the full extent of our ignorance and the uncertainty of the world we live in.”

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Crack the Leadership Code

Skip Prichard

Daniel Kahneman. Letitia, a senior leader at a global insurance company that I worked with, was adamant that her leadership team cultivate the trait of being open. I recently spoke with him about his work. We’re blind to our blindness. We have very little idea of how little we know. We’re not designed to know how little we know.”

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The Planning Fallacy and the Innovator's Dilemma

Harvard Business Review

While $300 million might sound like a ridiculously large number to small business owners or entrepreneurs, leaders in many global giants consider the amount a drop in the bucket. But anyone with near-term innovation targets with nine (or six or even four) digits in them should ensure they are familiar with the concept of "planning fallacy.".

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Why Western Digital Firms Have Failed in China

Harvard Business Review

This study uses two rounds of interviewing to identify what the Nobel laureate Daniel Kahneman describes as the “inside view” and the “outside view” of the phenomenon. ill-fated attempts to impose global business models unsuited to the Chinese market. imposing technological platforms developed for the U.S.

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The Disciplined Pursuit of Less

Harvard Business Review

After a couple of years, he changed gears again in order to be want he really wanted: an explorer-in-residence with National Geographic, spending a significant portion of his time diving in the most remote locations, using his strengths in science and communications to influence policy on a global scale.

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Why We Shouldn't Bank on Growth

Harvard Business Review

Psychologists Daniel Kahneman and Amos Tversky attributed this tendency to what they called the "availability" heuristic (rule of thumb): our minds give inordinately heavy weighting to the most readily available/recent/vivid data and experiences. China today represents approximately 50% of global steel production and consumption.

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What Really Makes Customers Buy a Product

Harvard Business Review

What the psychologist and Nobel economics laureate Daniel Kahneman terms “System 1 thinking” also applies: with many decisions to take, it saves effort to assume that if others are using a product, it’s probably good. So what can marketers do about it?