Remove Career Remove Kahneman Remove Leadership Remove Management
article thumbnail

3 Things You Need to Control to Succeed as a Leader

Leading Blog

Daniel Kahneman, who won the Nobel Prize for his research on behavioral economics, calls them System 1 and 2. The autopilot system leads to us making too-optimistic plans and ignore weaknesses and threats in our businesses and our careers. Roughly speaking, we have two thinking systems.

Kahneman 261
article thumbnail

Book Recommendations: Some Must-Reads for HR Professionals

HR Digest

Human Resource Management (HRM) is a broad term that encompasses human resources management, employee relations , compensation, benefits, training, performance evaluation, recruitment, selection, and other related activities. Human resource management (HRM) has always been a challenging field. Let’s begin.

Books 98
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Book Recommendations: Some Must-Reads for HR Professionals

HR Digest

Human Resource Management (HRM) is a broad term that encompasses human resources management, employee relations , compensation, benefits, training, performance evaluation, recruitment, selection, and other related activities. Human resource management (HRM) has always been a challenging field. Let’s begin.

Books 52
article thumbnail

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. What’s the problem with the way that turkey approached risk management?

article thumbnail

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. Those who see the world probabilistically seem to better navigate volatile environments because they are wired to embrace uncertainty.