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. The role of the coach is to help bring the executive to a state in which they can better make sense of and manage their emotions. This was sufficient to persuade the executive not to pursue such a self-destructive path.
Harvard Business Review
JANUARY 22, 2018
Nobel-prize-winning psychologist Daniel Kahneman has said that overconfidence is the bias he’d eliminate first if he had a magic wand. ” Kahneman tells a story of a time when he was collaborating on a textbook and asked his coauthors to estimate the date on which they’d complete their first draft.
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Harvard Business Review
JANUARY 27, 2014
Daniel Kahneman has claimed the following as his favorite equation: Success = talent + luck. Kahneman’s implication is that the difference between moderate and great success is mostly luck, not skill. In other words, we want to minimize the risk associated with high uncertainty in our careers. Here are three answers.
Harvard Business Review
JUNE 15, 2012
Assessing that uncertainty requires making predictions precise enough to be evaluated in the light of reality. As detailed in Daniel Kahneman's best-selling book, Thinking, Fast and Slow , it is only human to misjudge how much we know — and how much others know. Leaders must recognize the limits to human judgment.
Harvard Business Review
JULY 2, 2013
As Nobel Prize-winning psychologist Daniel Kahneman has written, "For most people, the fear of losing $100 is more intense than the hope of gaining $150. While the phenomenon of loss aversion has been well-documented, it''s worth noting that Kahneman himself refers to "most people" — not all — when describing its prevalence.
Harvard Business Review
MARCH 7, 2016
Managers make about three billion decisions each year, and almost all of them can be made better. The stakes for doing so are real: decisions are the most powerful tool managers have for getting things done. For comparison, goal-setting best practices helped managers achieve expected results only 30% of the time.)
Harvard Business Review
JUNE 5, 2018
That’s because when a new leader takes hold, changes aren’t just about efficiency or revenue; they are also about people’s feelings of vulnerability and uncertainty about what the changes will mean for them. What mattered was that people were following his plan and responding to his direction, and the results were good.
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