CO2

DECEMBER 11, 2020

That’s how we improve” – Bill Gates By: Gary Cohen Secret Formula to Receiving Feedback It has often been thought that the feedback loop hinges on the giver of feedback, you know, the leader, manager, supervisor. Most leaders believe this (spoiler alert), and they would be absolutely wrong!

Construction 78

Construction Learning-by-Doing Kahneman Positioning 78

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

Kahneman Skills How To Marketing Strategy 9

Harvard Business Review

SEPTEMBER 24, 2012

Every day, senior managers are tasked with making very significant strategic decisions for their companies, which usually require support by teams of internal and external experts and a heavy dose of research. Little did he know it when he penned these words, but journalist H.L. Click on the chart to view full-sized version.).

Kahneman 16

Kahneman Risk Management How To Commitment 16

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. For our purposes here, Chapter 22 is paydirt. It’s titled “Expert Intuition: When Can We Trust It?”

Kahneman 8

Kahneman Information Technology Environment Learning-by-Doing 8

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. Rule #2: Ask “How often does that typically happen?” Everyone, including Kahneman, said somewhere between 18 months and two and a half years. How to Beat Procrastination.

Kahneman 8

Kahneman Project Follow-up Uncertainty 8

Harvard Business Review

SEPTEMBER 7, 2016

How and when should formulas be adjusted or altered? Tom Blaser and Linnea Gandhi, two managing directors at the consultancy The Greatest Good (TGG), are enthusiastic champions of algorithms. Rosenfield, explains how formulas can, among other improvements, help remediate the hidden scourge of inconsistent human decision making.

Management 8

Management Kahneman Reference Price 8

First Friday Book Synopsis

MAY 11, 2016

Superforecasting: The Art and Science of Prediction Philip Tetlock and Dan Gardner Crown Publishers (2015) How to blend computer-based forecasting and subjective judgment to gain a better sense of what will likely occur Obviously, computers can process, organize, and access more data faster than can human beings.

Review 70

Review Books Process How To 70

Skip Prichard

JUNE 1, 2020

We have very little idea of how little we know. We’re not designed to know how little we know.” Daniel Kahneman. What does the research show us about how we feel our leaders are doing? They need to know how to build a common vision and unifying purpose. I recently spoke with him about his work.

Leadership 105

Leadership Open-book Learning-by-Doing Quality 105

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. How people behave is just as important, if not more so. government!

Project 9

Project Kahneman Metrics Budgeting 9

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. Career planning Risk management Skill vs. luck' Great success = a little more talent + a lot of luck.

Career 8

Career Planning Kahneman Uncertainty 8

Harvard Business Review

FEBRUARY 24, 2015

Conversely, the business may be an “unpolished diamond” that was neglected by its former management for too long and whose value is just waiting to be unlocked. Does the business have a complete, balanced, and cohesive management team? Are the management team and owners prepared to abandon business as usual?

Chemicals 8

Chemicals How To Kahneman Reputation 8

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. Our first challenge was to answer the question: How do we separate the merely confident managers from the overconfident variety? We also had to figure out how to measure leadership, a trickier question.

Stephenson 11

Stephenson Kahneman CEO Commitment 11

Harvard Business Review

JULY 10, 2014

There isn’t anyone successful at managing a mutual or hedge fund who avoids risk; we just need to face it carefully. When results are strong, the manager basks in the glow, prestige, and compensation attached to outperformance. Collaboration Decision making Risk management' What are the potential downsides?

Tversky 8

Tversky Kahneman Hedge Analysis 8

Harvard Business Review

MARCH 18, 2011

They succumb to changing times and conditions, to innovations by competitors, to poor decisions and lack of adaptability by their owners and managers, and to bad luck. Most businesses fail, eventually. But the flipside of such cognitive bias, it would seem, is lack of optimism.

Kahneman 15

Kahneman Construction Creativity Review 15

Harvard Business Review

JUNE 5, 2018

Managers grumbled, and the CEO wasn’t as enthusiastic as he should have been, but Greg assumed these were consequences of the inevitable resistance to change. How to Slow Down in a High-Speed Job. What mattered was that people were following his plan and responding to his direction, and the results were good.

Supply Chain 12

Supply Chain CEO Kahneman Self-aware 12

Harvard Business Review

AUGUST 14, 2018

“Death by a Thousand Cuts” Based on a comprehensive five-year study, my new research paper, published in the Academy of Management Discoveries this year, systematically identifies the reasons behind the failures of major Western digital firms in China. poor management of relations with Chinese regulators and the government.

Competitive Advantage 12

Competitive Advantage Business Model Technology Marketing 12

Harvard Business Review

JUNE 8, 2012

Daniel Kahneman , a renowned psychologist who won the Nobel Prize in economics, developed this concept in the 1970s along with his collaborator, Amos Tversky. Since 1950, only 3 of 21 have managed the feat, and none have done so since 1978. Win or lose, I'll Have Another's situation provides useful lessons about business and markets.

Beyer 14

Beyer Tversky Price Kahneman 14

LDRLB

JANUARY 6, 2012

A fantastic case for a better management perspective, mainly that little things like progress can affect big things like profitability. This is the classic text on how to persuade others and resist persuasion yourself based on solid research into psychology. Perhaps the most under-rated book on evidence-based management.

Collins 141

Collins Cialdini Kahneman Constraint 141

Harvard Business Review

JANUARY 4, 2013

Lazear went on to describe how economists, with the University of Chicago's Gary Becker leading the way , had been running roughshod over the other social sciences — using economic tools to study crime, the family, accounting, corporate management, and countless other not strictly economic topics.

Tversky 12

Tversky Crisis Levitt Consensus 12

CO2

OCTOBER 23, 2012

I read a lot of the classics like How to Win Friends and Influence People , Psycho Cybernetics , Over the Top and How to Swim with the Sharks without Being Eaten Alive. Thinking, Fast and Slow by Daniel Kahneman. 12: The Elements of Great Managing by Rodd Wagner and James Harter (see my blog post on this topic here ).

Schein 106

Schein Senge Kahneman Goleman 106

Harvard Business Review

JUNE 8, 2012

Daniel Kahneman , a renowned psychologist who won the Nobel Prize in economics, developed this concept in the 1970s along with his collaborator, Amos Tversky. Since 1950, only 3 of 21 have managed the feat, and none have done so since 1978. Win or lose, I'll Have Another's situation provides useful lessons about business and markets.

Beyer 10

Beyer Tversky Price Kahneman 10

Harvard Business Review

SEPTEMBER 25, 2017

Brain science, popularized in Daniel Kahneman’s book , has shown that this type of “slow thinking” is negatively correlated with “fast thinking,” as might be employed when driving a car or solving a simple sum. But some CEOs have managed to resist these tendencies.

How To 14

How To CEO Kahneman Armstrong 14

Women in the LEAD

OCTOBER 22, 2009

Women in the LEAD A B O U T U S H O W T O C O M M E N T Recent Posts WOMEN: LEADERSHIP is How TO BE WOMEN: Love, Respect and Leadership WOMEN: Is Negative Thinking Holding You Back? I also had a flashback of a dreadful moment many years ago when I was a new manager at IBM. Each "moment" lasts a few seconds.

Kahneman 60

Kahneman Letter Influence Globalization 60

Harvard Business Review

JUNE 20, 2014

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?

Uncertainty 10

Uncertainty Kahneman Banking System 10

Harvard Business Review

APRIL 2, 2014

Others, most notably money managers and former Fama students Cliff Asness and John Liew in an epic Institutional Investor article , have done a lot recent to clarify how Fama’s ideas and Shiller’s can at least co-exist peacefully. It feels like it’s got a little bit of Kahneman and Tversky in it. It goes back to the 1970s.

CAPM 8

CAPM Discount Price Finance 8