First Friday Book Synopsis

MAY 11, 2016

However, at least for now, human beings can… Read More Superforecasting: A book review by Bob Morris.

Review 70

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Eric Jacobson

JUNE 29, 2011

There's a great article in the June issue of the Harvard Business Review by Daniel Kahneman that includes a 12-question checklist that is designed to unearth cognitive biases of teams making recommendations that leaders take into consideration before they make their decisions.

Kahneman 71

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Eric Jacobson

MARCH 16, 2017

As reported in a past issue of Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 50

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CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics Slovic, Fischhoff and Lichtenstein (1977), The look at overconfidence leads to not fully considering the problem and underestimating alternatives.

Executive Coaching 78

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Eric Jacobson

SEPTEMBER 5, 2011

As reported in a recent issue of Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 66

Kahneman Pharmaceuticals Influence Review 66

Eric Jacobson

JUNE 25, 2011

As reported in this month's Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 65

Kahneman Pharmaceuticals Leadership Influence 65

First Friday Book Synopsis

FEBRUARY 20, 2012

Serial Innovators: Firms That Change the World Claudio Feser John Wiley & Sons (2012) How and why continuous innovation and adaptation can help an organization “live” longer What we have here is a “hybrid” narrative that develops on two separate but interdependent levels: a fictional account that focuses on Carl Berger (CEO of American Health [.]. (..)

Innovation 80

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First Friday Book Synopsis

MAY 8, 2012

Mind Wide Open: Your Brain and the Neuroscience of Everyday Life Steven Johnson Scribner/Simon & Schuster (2004) How and why the brain sciences can help to “open wide the mind’s caged door” I read this book before Steven Johnson’s later works, The Ghost Map (2006) and Where Good Ideas Come From (2011) and then re-read [.].

Open-book 80

Open-book Simon Books Review 80

CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Of all the taxonomies, the one I like best is one of the least well known. It was presented in a paper at Monash University titled A Taxonomy of Decision Biases by David Arnott.

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CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Of all the taxonomies, the one I like best is one of the least well known. It was presented in a paper at Monash University titled A Taxonomy of Decision Biases by David Arnott.

Executive Coaching 60

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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 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

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Harvard Business Review

APRIL 10, 2013

The authors reviewed 120 years of research to synthesize the findings from 92 quantitative studies. In a widely cited paper , Daniel Kahneman and Angus Deaton reported that, in the U.S., Or can higher salaries actually demotivate us? Let''s start with the first: does money engage us?

Motivation 11

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Harvard Business Review

FEBRUARY 8, 2012

I've been learning a lot from Danny Kahneman's great book Thinking Fast and Slow. Kahneman is the world's leading expert on human judgment and decision-making and the only non-economist to be awarded the Nobel Prize in Economics (he's a psychologist by training), so his insights and conclusions should be taken seriously.

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Harvard Business Review

OCTOBER 23, 2013

Daniel Kahneman, in his book Thinking Fast and Slow , recounts a bit of a planning pickle he and his Israeli Ministry of Education colleagues encountered when estimating how long it would take to complete a high school textbook on judgment and decision making. government! all of these things!), ” Cast a Wide Knowledge Net.

Project 9

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Harvard Business Review

NOVEMBER 10, 2011

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." Since then, he has written over a half-dozen books and many more Harvard Business Review articles, almost all of which touch on disruption in some way. Any other ideas? *

Innovation 15

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Harvard Business Review

JUNE 15, 2012

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. Only such evaluation allows leaders need to know if their experts are overconfident or underconfident. Leaders must recognize the limits to human judgment.

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Harvard Business Review

AUGUST 31, 2011

In a recent HBR article , Daniel Kahneman, Dan Lovallo, and Olivier Sibony outline the questions that a decision-maker needs to ask before making a strategic bet. These biases arise from what Kahneman and his long-time research partner Amos Tversky call framing.

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Harvard Business Review

AUGUST 1, 2012

The basic concept , first presented by Nobel Laureate Daniel Kahneman and his partner Amos Tversky in an influential 1979 paper, is that human beings are astonishingly bad at estimating how long it will take to complete tasks.

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Harvard Business Review

SEPTEMBER 24, 2012

First-hand experience and best sellers like Daniel Kahneman's Thinking, Fast and Slow have confirmed an even broader range of behavioral vulnerabilities and vagaries in our abilities to make decisions as human beings. Develop systemic review processes that leave you a committed "out" possibility when trying to "cut the losses".

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Harvard Business Review

MAY 4, 2016

The role of thinking processes in decision making was made prominent by Daniel Kahneman and the late Amos Tversky , whose Nobel Prize–winning research argues that economic decision makers are subject to deeply held cognitive biases. The anchoring bias, for example, helps people respond to change more quickly.

Creativity 8

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Harvard Business Review

OCTOBER 19, 2015

When your team reviews web analytics in your monthly marketing meeting, the person in charge of analytics reports says, “We got 123,456 visitors to our website this month.” By regularly reviewing more than simply pageviews, you can find causation and uncover the marketing channels that consistently deliver. Webinar sign up.

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Harvard Business Review

APRIL 16, 2015

For example, before reviewing resumes, managers can be asked to respond to a series of questions like: “Does this person’s resume remind you in any way about yourself?” ” “Does it remind you of somebody you know? Are these grounded in solid information or are they simply your interpretations?”

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Harvard Business Review

SEPTEMBER 19, 2011

It's inspired by the coming together of disparate disciplines including positive psychology, welfare economics, hedonomics, neuroscience, and marketing, For a long time there have been counter-intuitive signs leading Nobel prize winners like Amartya Sen, Jospeh Stigliz and Dan Kahneman, to question the meaning of prosperity.

Company 13

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Harvard Business Review

MARCH 18, 2011

Many smart people have written about the dangers of cognitive bias and our tendency to pooh-pooh possible negative scenarios in business decision-making, including Nobel Prize winner Daniel Kahneman , HBS professor Max Bazerman , and more recently Stanford and Oxford scholar Jerker Denrell.

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Harvard Business Review

FEBRUARY 11, 2013

On the surface, these results don't appear to synch with those reported by Daniel Kahneman, Jack L. In a Canadian telephone survey, Kahneman et al. Knetsch, and Richard H. Thaler in their 1986 article titled " Fairness as a Constraint on Profit Seeking: Entitlements in the Market."

Price 9

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Harvard Business Review

MARCH 31, 2014

Daniel Kahneman, who won a Nobel Prize in economics for his work on cognitive biases, points out in an HBR article that a team that has fallen in love with its theories may unconsciously ignore or reject contradictory evidence, place too much weight on one piece of data, or make faulty comparisons to another business case that suits its bias.

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Harvard Business Review

JUNE 5, 2018

At his 16-month mark, as he prepared for his performance review, Greg wondered how big his bonus would be and when he’d be named CEO. In Thinking, Fast and Slow , the psychologist Daniel Kahneman explores the intricacies of judgment and argues that different tempos of decision making are better for different challenges.

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Harvard Business Review

NOVEMBER 19, 2018

Nobel Prize winner Daniel Kahneman described this distinction as “being happy in your life” versus “being happy about your life.” But what kind of happiness do people want? Is it happiness experienced moment-to-moment? Or is it being able to look back and remember a time as happy?

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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.

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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. .” Apple went on to secure massive commitments from AT&T’s suppliers, who spent hundreds of millions to build factories for iPhone-specific parts. Most of us think of overconfidence as a bad thing.

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Harvard Business Review

JULY 26, 2018

More generally, the results affirm that applying behavioral insights has great potential for increasing economic and individual well-being at low cost, as the recent work of Daniel Kahneman, Steven Levitt, Cass Sunstein, Richard Thaler, and others has shown.

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Harvard Business Review

SEPTEMBER 7, 2016

Their recent Harvard Business Review article, coauthored with Noble Prize–winning behavioral economist Daniel Kahneman and TGG’s CEO Andrew M. Tom Blaser and Linnea Gandhi, two managing directors at the consultancy The Greatest Good (TGG), are enthusiastic champions of algorithms.

Management 8

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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. Great success = a little more talent + a lot of luck.

Career 8

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Harvard Business Review

JANUARY 12, 2016

A 2010 paper by psychologist Daniel Kahneman and economist Angus Deaton, both Nobel laureates, calculated that day-to-day happiness peaks at an income of $75,000 a year, after which it plateaus. (At This research builds on some earlier, seminal research on how much money we need to make us happy. was $49,777, and the mean was $67,976.)

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Harvard Business Review

NOVEMBER 9, 2015

Of course, I love whenever we outperform our benchmark or peer group, but the pain of underperforming is much more painful than the pleasure of winning the same amount, a phenomenon studied at length by Daniel Kahneman and Amos Tversky.

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Harvard Business Review

MAY 28, 2018

In his book, Thinking, Fast and Slow , Nobel prize-winning psychologist Daniel Kahneman writes, “If you care about being thought credible and intelligent, do not use complex language where simpler language will do.” Long, convoluted sentences and jargon don’t make you sound smart at all — just the opposite.

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