Innovation Kahneman Leadership Planning 
Lead Change Blog
SEPTEMBER 15, 2016
In a world that runs on tight time schedules and where there’s a plan for everything, leaving time open for spontaneity is pure genius. However, making time available to reflect and imagine increases the odds of creativity and innovation occurring. Of course, you can’t will the eureka moment to happen.
Skip Prichard
JUNE 3, 2020
Despite all of that, the best, most carefully crafted plans may fail miserably. Daniel Kahneman. The behavioral economist Daniel Kahneman once noted that “if you follow your intuition, you will more often than not err by misclassifying a random event as systematic. They must embrace a new leadership model. Experiment.
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Harvard Business Review
AUGUST 1, 2012
"You have to deliver $300 million in incremental growth by 2015," the business unit head told the leader of his innovation team. 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.". Then early results disappoint.
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. Yet stories like the one above about Steve Jobs made us wonder: might there be some hidden benefits to overconfidence in the context of corporate leadership? Most of us think of overconfidence as a bad thing.
Harvard Business Review
JUNE 20, 2014
This popular triumph of the “ heuristics and biases ” literature pioneered by psychologists Daniel Kahneman and Amos Tversky has made us aware of flaws that economics long glossed over, and led to interesting innovations in retirement planning and government policy. It’s about figuring out which situations are best for each.
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