Why Leaders Don’t Listen

Great Leadership By Dan

You may have started your career happily fumbling up the ladder, but the more recognition and successes you gain, the more you have to lose by accepting that other ideas could be better today. Guest post by Marcia Reynolds, PsyD “Leaders boldly go where no one has ever gone before.”

Life is Luck — Here’s How to Plan a Career Around It

Harvard Business Review

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. Chance plays a much greater role in our careers than we might wish or even realize. But the downside — the thought of our careers as the playthings of fate — is almost unbearable. Mitigating the risks of uncertainty in your career.

How to Make Better Decisions

Leading Blog

A remarkable aspect of your mental life," says Daniel Kahneman, "is that you are rarely stumped." Forty-four percent of lawyers would not recommend a career in law to young people. "Why do we have such a hard time making good choices?" ask Chip and Dan Heath in Decisive. "A

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Curiosity Is as Important as Intelligence

Harvard Business Review

What fewer people know, or like to accept, is that IQ does affect a wide range of real-world outcomes, such as job performance and objective career success. Complex environments are richer in information, which creates more cognitive load and demands more brainpower or deliberate thinking from us; we cannot navigate them in autopilot (or Kahneman’s system 1 thinking).

The Disciplined Pursuit of Less

Harvard Business Review

It is true for companies and it is true for careers. But he couldn't kick the feeling that the career path he was on was just a close counterfeit for the path he should really be on. that again left him feeling he was close to the right career path, but not quite there yet.

Instinct Can Beat Analytical Thinking

Harvard Business Review

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. Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right , or could at least learn to. Well, I know you and Kahneman have been debating these things for decades, so sure.

Keep Experts on Tap, Not on Top

Harvard Business Review

The psychologists Daniel Kahneman and Amos Tversky demonstrated quite convincingly that we human beings are not the model-optimizing "rational" actors that many economists historically believed we are. Such logic is not shocking, but it has significant ramifications for how one should manage his or her career, and how organizations should manage their human resources.