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

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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7 Ways for Leaders to Deal With Bias

Lead Change Blog

Psychologist Daniel Kahneman calls it “System 1” thinking, an “effortless, often unconscious process that infers and invents causes and intentions, neglects ambiguity, suppresses doubt, and uses similarity rather than probability.” Leadership Development Bias Daniel Kahneman

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

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

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 [.].

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.

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

CEO 16

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?

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 [.].

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.

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 […].

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

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.

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

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.

Skills 101

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 [.].

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.”

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.

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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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

Quote of the Day


Daniel Kahneman The planning fallacy is only one of the manifestations of a pervasive optimistic bias. Most of us view the world as more benign than it really is, our own attributes as more favorable than they truly are, and the goals we adopt as more achievable than they are likely to be.We also tend to exaggerate our ability to forecast the future, which fosters optimistic overconfidence.

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.

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

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

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.

Leaders & Decision Making: How It Can Badly Impact Others

Joseph Lalonde

You can find these discussed in detail in the brilliant book “Thinking Fast and Slow” by Nobel prize winner Daniel Kahneman. This Unseen Influence Can Ruin Everything “Leadership is influence. Nothing more. Nothing less”.

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.

Happiness Self vs. Memory Self


Daniel Kahneman , Nobel Laureate and founder of behavioral economics, says that we have two selves: our experiencing self and our memory self. by Gary Cohen. The Relationship Between Happiness and Memory.

When Human Judgment Works Well, and When it Doesn’t

Harvard Business Review

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. My last post here, the descriptively-titled “Big Data’s Biggest Challenge?

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.

Decision Bias


First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. by Gary Cohen. He who knows and knows that he knows, He is wise, follow him. He who knows and knows not that he knows, He is asleep, awaken him.

First Paragraph


From Thinking, Fast and Slow by Daniel Kahneman Every author, I suppose, has in mind a setting in which readers of his or her work could benefit from having read it. Mine is the proverbial office water-cooler, where opinions are shared and gossip is exchanged. I hope to enrich the vocabulary that people use when they talk about the judgments and choices of others, the company''s new policies, or a colleague''s investment decisions. Why be concerned with gossip?

The Cognitive Revolution

Coaching Tip

According to research by Daniel Kahneman, Alan B. We are living in the middle of a revolution in consciousness.

Is Facebook damaging your productivity?

Chartered Management Institute

After all, it's well known that when conducting difficult tasks, what Daniel Kahneman would call system 2 thinking, requires us to be free from distractions. Lets get the caveat out of the way right from the start. I'm a big advocate of social media and the positive impact it can have on our workplaces. Indeed I argued this very point in the latest issue of Professional Manager. Is all social media created equally though? The obvious answer is no.

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 ".

First Paragraph


as Daniel Kahneman, the psychologist, put it, are we sometimes so "blind to our own blindness?" - From The Silo Effect: The Peril of Expertiser and the Promise of Breaking Down Barriers by Gillian TettThis book started during the great financial crisis of 2008, but it is not a book about finance. Far from it. Instead, it asks a basic question: Why do humans working in modern institutions collectively act in ways that sometimes seem stupid?

12 Reads for 2012


Thinking Fast and Slow by Daniel Kahneman. The turn of the New Year seems like the perfect breeding ground for lists. From “Best of [last year]” to “Top Trends for [new year]” these lists seem to pop up everywhere. And why not? The new year is a great time to reflect and set goals to best leverage the clean slate we all share. In that spirit, we’ve compiled 12 books we feel every leader or aspiring leader should commit to read, or re-read in 2012.

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Do you fit the management stereotype?

Chartered Management Institute

Probably the best known experiment into representativeness heuristics was conducted by Amos Tversky and Daniel Kahneman in the 70's. The chances are you haven't heard of representativeness heuristics, and there's no real reason for you to do so. They represent the stereotypes and biases we use on a daily basis to help us make fast judgements about a particular situation. Most of the time they're quite useful but every now and then they can trip us up, so it pays to be aware of them.