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4 Reasons We Make Dumb Decisions and 7 Ways to Make Smart Decisions

Leadership Freak

Our ability to develop solutions that don’t work is only exceeded by our capacity to misjudge. Daniel Kahneman identified nearly 40 cognitive biases in Thinking, Fast and Slow. All lead to bad decisions.… … Continue reading →

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3 Ways to Trust Yourself

Leadership Freak

Nobel Prize winner Daniel Kahneman teaches you can’t trust yourself. “… we can be blind to the obvious, and we are also blind to our blindness.” Learn to not trust yourself. Trusting yourself… Continue reading →

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Daniel Kahneman on Expert Intuition

Leadership Freak

The challenge of intuition is you think it’s right before it’s examined. When you have an intuition, you don’t have other intuitions. You have confidence. The danger of going with your gut is… Continue reading →

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4 Steps to Make Decisions on the Fly

Lead Change Blog

Daniel Kahneman defined these two ways of thinking in his 2011 book Thinking Fast and Slow. Kahneman describes the fast-thinking experiencing self and a slow-thinking remembered-thinking self, combined in the four-step process below.

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Do We Hold Algorithms To Higher Standards Than Humans?

The Horizons Tracker

Recently the World Economic Forum pondered whether organizations should be hiring an AI Ethics Officer to ensure that the algorithms being developed made fair and ethical decisions. “This could deepen existing structural injustices, skew power balances further, threaten human rights and limit access to resources and information.”

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How Leaders Can Develop Their Skills With One Simple Habit

Tanveer Naseer

If your schedule is anything like mine, finding time to consistently devote to your own leadership development is likely quite a challenge. Wouldn’t it be nice if you could have a well-rounded leadership development program that didn’t require you to add anything to your schedule?

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10 Books You Should Read This Summer

Leading Blog

Noise: A Flaw in Human Judgment by Daniel Kahneman, Olivier Sibony and Cass R. Their goal in writing the book is “to start conversations, not end them, and to provide guidance and frameworks to help refine your thinking and strategies on the aspects of leadership that matter most.”. Wherever there is judgment, there is noise.

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