Skip Prichard

JUNE 3, 2020

Daniel Kahneman. And, as anyone who closely follows simulation and prototyping tools knows, their use has become pervasive in manufacturing businesses, even though companies still grapple with the integration and management issues I wrote about in 2003. We are too willing to reject the belief that much of what we see in life is random.”

Power 94

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Skip Prichard

JUNE 1, 2020

Daniel Kahneman. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! What advice do you have for the brand new leader who is full of drive and wants to get off to a great start? I recently spoke with him about his work. We’re blind to our blindness. If not, they’ll flounder.

Leadership 106

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Harvard Business Review

SEPTEMBER 7, 2016

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

Management 8

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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.

Kahneman 9

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