Tanveer Naseer

MARCH 1, 2016

For most of us, our default mode of operating in the world is to be caught up in our thinking. The idea of cognitive biases was introduced by Amos Tversky and Daniel Kahneman in the early 1970s. All you need to do is change the way you do things you’re already doing each day.

Emotional Intelligence 100

Emotional Intelligence Self-aware Development Skills 100

Skip Prichard

JUNE 3, 2020

Daniel Kahneman. When it finally came to my attention, I realized right away that large-scale, controlled experimentation would revolutionize the way all companies operate their businesses and how managers make decisions. Consider Kohl’s, the large retailer, which in 2013 was looking for ways to decrease its operating costs.

Power 95

Power Kahneman Open-book Learning-by-Doing 95

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. If you’re operating as a know-it-all, you have an underlying belief that that any new stuff really isn’t of much value. I recently spoke with him about his work. We’re blind to our blindness. We have very little idea of how little we know. We’re not designed to know how little we know.” The second cost is ego.

Leadership 106

Leadership Open-book Learning-by-Doing Quality 106

Harvard Business Review

JUNE 15, 2012

As detailed in Daniel Kahneman's best-selling book, Thinking, Fast and Slow , it is only human to misjudge how much we know — and how much others know. It includes decision analysis, game theory, and operations research. Only such evaluation allows leaders need to know if their experts are overconfident or underconfident.

Kahneman 14

Kahneman Game Theory Committee Analysis 14

Harvard Business Review

AUGUST 14, 2018

This study uses two rounds of interviewing to identify what the Nobel laureate Daniel Kahneman describes as the “inside view” and the “outside view” of the phenomenon. failure to fully embed operations in China. Uber sold its operation to Didi Chuxing. ineffective innovation strategies.

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

Harvard Business Review

NOVEMBER 10, 2011

The halo effect leads companies to assuming their best operators can seamlessly shift into innovation work. Dan Ariely, Michael Mauboussin, Nobel Laureate Daniel Kahneman, and Duncan Watts all write accessibly on the topic. Some can, but many cannot. Any other ideas? *

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JUNE 5, 2018

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. HBR Staff/Clare Jackson/EyeEm/Getty Images. Yet the best way to succeed, paradoxically, is to slow things down. How to Slow Down in a High-Speed Job.

Supply Chain 11

Supply Chain CEO Kahneman Self-aware 11