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 → Decisions Leadership Development

Daniel Kahneman: Beware the “inside view”

First Friday Book Synopsis

It includes an excerpt from Daniel Kahneman‘s book, Thinking, Fast and Slow. Bob's blog entries 2002 Nobel Memorial Prize in Economics Daniel Kahneman: Beware the “inside view” Farrar [comma] Straus and Giroux Foreign Policy magazine Princeton University's Woodrow Wilson School Hebrew University’s School of Education Israeli Ministry of Education McKinsey & Company The McKinsey Quarterly Thinking [comma] Fast and Slow


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Daniel Kahneman on “the other side of complexity”

First Friday Book Synopsis

I expect Daniel Kahneman’s Thinking, Fast and Slow to be among the most misunderstood books in recent years. Uncategorized 2002 Nobel Memorial Prize in Economics Daniel Kahneman: Beware the “inside view” Farrar [comma] Straus and Giroux Foreign Policy magazine Princeton University's Woodrow Wilson School Hebrew University’s School of Education Israeli Ministry of Education McKinsey & Company The McKinsey Quarterly Thinking [comma] Fast and Slow

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. Personal Development ipad tipping fast thinking slow thinking Daniel Kahneman reflect

Serendipity and a Serving of Humble Pie

Lead Change Blog

Psychologist Daniel Kahneman nailed it when he observed it was incredibly difficult for us to see our own biases. Leadership Development Daniel Kahneman paradox Seredipity“Be sure to schedule time every week for serendipity,” advised the conference speaker. “If If you schedule it, you’ll make it happen.”. Did she say to schedule serendipity?” I whispered to my colleague. Sure did.”.

Here is the February, 2015 New York Times Business Best Sellers List – The Power of Habit, Outliers, Daniel Kahneman Still Popular; Tony Robbins Still at #1

First Friday Book Synopsis

Here is the February, 2015 New York Times Business Best Sellers list — (a little later in the month than usual). Tony Robbins’ newest is still at the #1 slot. There are a few long-timers: The Power of Habit, Outliers, Thinking, Fast and Slow. Of the ten books on this month’s list, we have presented synopses […]. Randy''s blog entries

Decision-Making for Leaders: Beyond Pros and Cons

Leadership Freak

Daniel Kahneman You weigh options based on the decision you’ve already made, while pretending to be open minded. “You believe in the conclusion, and then you create supporting arguments.”

In April, we begin our 15th year of the First Friday Book Synopsis – with Gary Hamel, What Matters Now & Daniel Kahneman, Thinking, Fast and Slow

First Friday Book Synopsis

On April 3, 1998, Karl Krayer and I presented our first two books at the first ever First Friday Book Synopsis. Here were our first two book choices: • The Circle of Innovation by Tom Peters (Alfred A. Knopf, 1997) – synopsis presented by Randy Mayeux. • The Leadership Engine: How Winning Companies Build Leaders at Every [.]. Randy's blog entries

50 Philosophy Classics: A book review by Bob Morris

First Friday Book Synopsis

50 Philosophy Classics: THINKING, BEING, ACTING, SEEING – Profound Insights and Powerful Thinking from Fifty Key Books Tom Butler-Bowdon Nicholas Brealey Publishing (2013) The study of philosophy has as its purpose to know…the truth about the ways things are.” ” Thomas Aquinas This is the sixth and most recent volume in the “50 Classics” series edited [.].

You Don’t Need to Solve for 100%

Next Level Blog

Personal Presence complexity Daniel Kahneman overwhelm Thinking Fast and SlowAs I talk with leaders, I hear a lot of stories about overwhelm and the perception that there’s not much that can be done about it. Recently, for example, I found myself in a conversation with a management team that was feeling overwhelmed by all of the stuff that’s been added to their plate without anything coming off.

Wiser: A book review by Bob Morris

First Friday Book Synopsis

Sunstein Reid Hastie Daniel Kahneman Harvard Business Review Press How to separate [comma] implement [comma] and optimize the divergent and convergent stages of every problem-solving process If Only We Knew What We Know Jackson Grayson Judgment Calls Judgment: How Winning leaders Make Great Calls Noel Tichy Thinking [comma] Fast and Slow Tom Davenport Warren Bennis Wiser: : Getting Beyond Groupthink to Make Groups Smarter Wiser: Getting Beyond Groupthink to Make Groups Smarter Cass R.

Why Leaders Don’t Think Straight

Leadership Freak

Daniel Kahneman Unmanaged thinking distorts reality. Ruminating on what’s wrong exaggerates the importance of wrong. Nothing is as important as you think it is, while you’re thinking about it.” In a world filled… Continue reading → Optimism negativity positive leadership Positive thinking

Marcia Reynolds: Part 1 of a second interview by Bob Morris

First Friday Book Synopsis

Marcia Reynolds, president of Covisioning LLC, works with clients around the world who seek to develop effective leaders. She understands organizational cultures, what blocks communication and innovation, and what is needed to bring people together for better results. She has coached leaders, delivered leadership, coaching and emotional intelligence programs, and spoken at conferences for […].

Superforecasting: A book review by Bob Morris

First Friday Book Synopsis

Bob's blog entries "Ten Commandments for Aspiring Superforecasters" "the robust beauty of simple linear models" Brooke Manville Crown Publishers Dan Gardner Dancing with Robots Daniel Kahneman Dr. Frank Stechon Expert Political Judgment: How Good Is It?

Thinking, Fast and Slow: A book review by Bob Morris

First Friday Book Synopsis

Thinking, Fast and Slow Daniel Kahneman Farrar, Straus and Giroux (2011) Why I think this is one of the most important books published during the past decade Given the number and quality of the reviews of this book that have already appeared, there really is not much (if anything) I can contribute…except to explain what [.].

NUMBERSENSE: A book review by Bob Morris

First Friday Book Synopsis

Bob''s blog entries “street smarts for data consumers” Daniel Kahneman Derek Bok Fast and Slow Harvard University How to cope with an information blizzard that has become a data tsunami Kaiser Fung Mark Twain McGraw-Hill NUMBERSENSE: How to Use Big Data to Your Advantage thinking

How Leaders Predict the Future

Leadership Freak

Daniel Kahneman’s research suggests that our… Continue reading → Decisions VisionThe ridiculous notion that you know what’s going to happen tomorrow causes false confidence today. This is verifiable in the buying and selling of stocks, for example.

Recommended Summer Reads for Leadership Freaks

Leadership Freak

Thinking, Fast and Slow, by Daniel Kahneman If you read one book this summer, read Thinking, Fast and… Continue reading → Author Book Notes Leading Leadership DevelopmentThe thing I love about good books is they help me think my own thoughts.

Ken Robinson on the arts and the sciences

First Friday Book Synopsis

Bob's blog entries Capstone Publishing Ltd Creative Thinkering: Putting Your Imagination to Work Daniel Kahneman Fast and Slow Frans Johansson FSG Fully Updated Ken Robinson on the arts and the sciences Michael Michalko New World Library Out of Our Minds: Learning to Be Creative (New Edition Penguin Portfolio/Penguin The Click Moment: Seizing Opportunity in an Unpredictable World The Element: How Finding Your Passion Changes Everything thinking

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HBR’s 10 Must Reads On Making Smart Decisions: A book review by Bob Morris

First Friday Book Synopsis

Daniel Kahneman "Conquering a Culture of Indecision" "Make Better Decisions" Dan Lovallo Harvard Business Review Harvard Business Review Press HBR’s 10 Must Reads on Making Smart Decisions Learn why bad decisions happen to good managers -- and how to make better ones Olivier Sibony Ram Charan Thomas H.

4 Secrets of Great Critical Thinkers

First Friday Book Synopsis

Bob's blog entries 4 Secrets of Great Critical Thinkers Daniel Kahneman Decision Sciences Decision Strategies International Decision Traps Inc. Here is an excerpt from an excellent article written by Paul J. Schoemaker and featured online at the Inc. magazine website. To read the complete article, check out other resources, and obtain deep-discount subscription information, please click here. * * * The best problem solvers see a complex problem through multiple lenses.

Mind Wide Open: A book review by Bob Morris

First Friday Book Synopsis

Mind Wide Open: Your Brain and the Neuroscience of Everyday Life Steven Johnson Scribner/Simon & Schuster (2004) How and why the brain sciences can help to “open wide the mind’s caged door” I read this book before Steven Johnson’s later works, The Ghost Map (2006) and Where Good Ideas Come From (2011) and then re-read [.].

Serial Innovators: A book review by Bob Morris

First Friday Book Synopsis

Firms of 1960” Bethlehem Steel British Leyland Charles Darwin Claudio Feser Commodore Daniel Kahneman Digital Equipment Corporation Ecclesiastes Enron Firms That Change the World General Foods How and why continuous innovation and adaptation can help an organization “live” longer John Wiley & Sons Lehman Brothers mental biases Pan Am Polaroid RCA Serial Innovators Texaco The Theory of Self-Efficacy Beliefs three heuristics of judgment TWA Union Carbide Uniroyal Westinghouse WorldCom

Maria Konnikova: An interview by Bob Morris

First Friday Book Synopsis

Bob's blog entries "a pink elephant world” Always start with an empty slate “Artful Choice” “Lessons from Sherlock Holmes” Basil Rathbone “Literally Psyched” column “Whether you think you can or think you can‘t [comma] you’re probably right” Be in the moment Be present Big Think Charlie Rose show on PBS Columbia University Daniel Gilbert Daniel Kahneman Thinking Fast and Slow Don’t split your attention by multitasking Dr. John H.

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Paul J.H. Schoemaker: A second interview by Bob Morris

First Friday Book Synopsis

Rowling Center for Decision Research Daniel Kahneman Decision Strategies International Edward Lorenz Freakonomics Harry Potter series Inc. Paul J.H. Schoemaker is a pioneer in the field of decision sciences, among the first to combine the practical ideas of decision theory, behavioral economics, scenario planning, and risk management into a set of strategic decision-making tools for managers. He is co-author of a landmark book on the subject, Winning Decisions: Getting It Right the [.].

Weekly Round-Up: 3 Ways to Enhance Decision-Making, Empowering Female Leaders, Resolving Disagreements, Required Reading for Leaders, 3 CEOs Discuss the Future of Work


And in his classic, Thinking, Fast and Slow, Kahneman stresses that gut instincts can fail us when we unwittingly apply familiar patterns of experience to unrelated circumstances or situations.”

Get Lucky: A book review by Bob Morris

First Friday Book Synopsis

Bob's blog entries Against the Gods “I wouldn’t give a fig for simplicity on this side of complexity but I would give my live for simplicity on the other side of complexity” “Man plans and then God laughs” Thomas Jefferson “The Making of an Expert” (July 2007) Daniel Kahneman’s Thinking [comma] Fast and Slow Edward T.

Thinking Fast and Slow

Kevin Eikenberry

Today’s Resource Recommendation is Thinking Fast and Slow by Daniel Kahneman What do you get when a recipient of the Nobel Prize in Economic Sciences for his seminal work in psychology decides to put his thinking and work into one book? You get a book listed by The New York Times, The Globe and Mail, [.]. Books Leadership Learning Personal Development

10 Books You Should Read This Summer

Leading Blog

Noise: A Flaw in Human Judgment by Daniel Kahneman, Olivier Sibony and Cass R. L IKE HIS MOTHER Rose, John Kennedy believed that reading constituted the most important instrument of knowledge. JFK‘s advisor Ted Sorensen said he read widely on history, biography, and politics.

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LeadershipNow 140: November 2018 Compilation

Leading Blog

Daniel Kahneman: Your Intuition Is Wrong, Unless These 3 Conditions Are Met via @ThinkAdvisor. Here are a selection of tweets from November 2018 that you don't want to miss: Why Facts Don’t Change Our Minds by @JamesClear. What would Marvin Bower think? from @wallybock. If Your Employees Aren’t Speaking Up, Blame Company Culture via @HarvardBiz. How AI Is Transforming The Workplace : Interview With UNSW Scientia Professor Of Artificial Intelligence, Toby Walsh via @ArielleExec.

How To Learn From Your Mistakes


Nobel laureate Daniel Kahneman popularized the idea that our brain actually thinks in two ways. Kahneman never touched on this overtly, but it’s likely that many of these System 1 decisions—the “snap” judgments—are the ones that turn out to be wrong. I’ve always appreciated this wisdom from Randy Pausch, of Last Lecture fame: “Experience is what you get when you didn’t get what you wanted.”. It’s a great encapsulation of the value that comes with learning from our mistakes.

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. S UCCESSFUL LEADERS know that we can control only 3 things in our life: our thoughts, feelings, and behaviors.

Being Conscious About Our Unconscious Biases


The term ‘cognitive bias’ was coined by Amos Tversky and Daniel Kahneman in 1972 which quite simply means “our tendency to filter information, process facts and arrive at judgments based on our past experiences, likes/dislikes and automatic influences.”. I attended a very interesting workshop a few weeks ago on the topic of “Unconscious Bias” facilitated by Smita Tharoor. I was interested in this topic because I explored the intersection of critical thinking and leadership a few years ago.

Best Leadership Books of 2011

Leading Blog

Thinking, Fast and Slow by Daniel Kahneman. W E HAVE more recorded information about leadership now than at any other time in history. Most of it deals with the surface turbulence, which is important but not complete. In all of this information there is the sense too, that perhaps we have lost the wisdom we need and that maybe some new thing will help us to avoid what we already know and don’t want to do. For the most part, it’s still business-as-usual within the same framework— control.

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What Can Be Done About Biases?

Leading Blog

Adapted from Thinking, Fast and Slow by Daniel Kahneman. * * * Like us on Facebook for additional leadership and personal development ideas. * * *. How can we improve judgments and decisions, both our own and those for the institutions we serve and that serve us? The short answer is that little can be achieved without a considerable investment of effort.

The Compound Effect

CEO Blog

There is another great thinker, Daniel Kahneman, who wrote an outstanding article in the NY times that challenges Blink. I love Malcolm Gladwell and think he is one of the great thinkers of out time. I like his book " Blink ". It talks about the power of the unconscious mind and how we make snap decisions and conclusions and usually they are right. In the article he talks about the stock picker and fund managers and the people that manage them.

Focus on the Goal, Not the Problem


They get caught in what Daniel Kahneman calls System 1 thinking: fast, instinctive, and emotional. by Gary Cohen Focus on the Goal, Not the Problem. When I first meet with clients, they tend to want to focus on their current state (or the organization’s) and specific challenges. They want to vent. Sometimes venting helps them decompress, but too much venting can result in defeatism and paradigm paralysis. They visualize former failures and predict future ones.

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What True Leaders Know About Emotional Intelligence

Lead Change Blog

Daniel Kahneman , who won the Nobel Prize for his research on behavioral economics , calls them System 1 and 2 , but I think “autopilot system” and “intentional system” describe these systems more clearly. True leaders at any level of the totem pole show their leadership primarily through managing their own emotions.

How Leaders Can Develop Their Skills With One Simple Habit

Tanveer Naseer

The idea of cognitive biases was introduced by Amos Tversky and Daniel Kahneman in the early 1970s. Tversky and Kahneman also showed that they could predict quite accurately when people would act irrationally, because the irrational behavior was due to measurable cognitive biases. This work on cognitive biases became the foundation for the field of behavioral economics and resulted in Kahneman winning the Nobel Prize in 2002.

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What To Ask Your Team Before Acting On Their Recommendation

Eric Jacobson

There's a great article in the June issue of the Harvard Business Review by Daniel Kahneman that includes a 12-question checklist that is designed to unearth cognitive biases of teams making recommendations that leaders take into consideration before they make their decisions. Kahneman is a senior scholar at the Woodrow Wilson School of Public and International Affairs at Princeton University, and a partner at The Greatest Good.

How to Make Better Decisions

Leading Blog

A remarkable aspect of your mental life," says Daniel Kahneman, "is that you are rarely stumped." "Why do we have such a hard time making good choices?" ask Chip and Dan Heath in Decisive. "A We have opinions about nearly everything and are quick to jump to conclusions based only on the information that is right in front of us. We often just go with our gut. And that hasn''t always served us well. • An estimated 61,535 tattoos were reversed in the United States in 2009.

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Why Leaders Don’t Listen

Great Leadership By Dan

Nobel laureate Daniel Kahneman explains in his book, Thinking Fast and Slow , we don’t embrace ambiguity because of “…our excessive confidence in what we believe we know, and our apparent inability to acknowledge the full extent of our ignorance and the uncertainty of the world we live in.” Guest post by Marcia Reynolds, PsyD “Leaders boldly go where no one has ever gone before.” Is this true? Rarely.

The Surprising Power of Business Experiments

Skip Prichard

Daniel Kahneman. The behavioral economist Daniel Kahneman once noted that “if you follow your intuition, you will more often than not err by misclassifying a random event as systematic. Experiment. Often business leaders make decisions based on a mix of data, intuition, and experience.

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