First Friday Book Synopsis

MAY 23, 2012

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.

Scenario Planning 85

Scenario Planning Risk Management Tools Planning 85

Harvard Business Review

SEPTEMBER 24, 2012

First-hand experience and best sellers like Daniel Kahneman's Thinking, Fast and Slow have confirmed an even broader range of behavioral vulnerabilities and vagaries in our abilities to make decisions as human beings. Theoretically, knowledge-based decision making underpins every successful organization.

Kahneman 15

Kahneman Risk Management How To Commitment 15

Harvard Business Review

JULY 2, 2013

As Nobel Prize-winning psychologist Daniel Kahneman has written, "For most people, the fear of losing $100 is more intense than the hope of gaining $150. While the phenomenon of loss aversion has been well-documented, it''s worth noting that Kahneman himself refers to "most people" — not all — when describing its prevalence.

Kahneman 8

Kahneman Tversky Hedge Banking 8

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

JULY 10, 2014

As a fund manager, I was very aware that the pain of losing money was markedly worse than the satisfaction of gaining an equal amount. I didn’t realize that noted academics Amos Tversky and Daniel Kahneman were studying this exact phenomenon, which they officially named “ loss aversion.”.

Tversky 8

Tversky Kahneman Hedge Analysis 8

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. Only such evaluation allows leaders need to know if their experts are overconfident or underconfident. Leaders must recognize the limits to human judgment.

Kahneman 13

Kahneman Game Theory Committee Analysis 13

Harvard Business Review

JUNE 21, 2012

Daniel Kahneman and Amos Tversky provide perhaps the best theoretical framework in which to understand the phenomenon. Indeed, it is probably the most discussed empirical regularity in sports gambling markets, and the literature documenting it now runs to well over a hundred scientific papers.

Tversky 11

Tversky Kahneman Rate of Return Sports 11