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. magazine website J D Wetherspoon John Austin Mack Center for Technological Innovation Paul J.H. Here is an excerpt from an excellent article written by Paul J. Schoemaker and featured online at the Inc. magazine website.

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. International Science Index Lord Kelvin Mack Center for Technological Innovation Miles Davis Milton Friedman Nudge Paul J.H. Paul J.H.

Lorenz 100

Customer Experience Essentials: the Memory Effect

Talent Technologies

And research into the impact on emotions on memory by Daniel Kahneman, especially the peak-end rule , confirm the significance of touchpoints on the customer journey. Talent Technologies :: Taking your Talent to a Higher Level. Readers well-versed in the customer experience will know of the importance memory has on ‘the emotional signature’ memory has on a brand and how essential it is to make deliberate emotional connections.

Research: Could Machine Learning Help Companies Select Better Board Directors?

Harvard Business Review

Could technology help? In his book Thinking, Fast and Slow , Daniel Kahneman describes a long history of psychological research documenting that, in many circumstances, simple rules can lead to better outcomes than allowing individuals to have discretion over decisions. Boards Technology Data Digital ArticleJens Magnusson/Getty Images.

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. Decision making Information & technology

A Checklist for Making Faster, Better Decisions

Harvard Business Review

The good news is that there are ways to consistently make better decisions by using practices and technologies based on behavioral economics. A final reason is technology. Managers make about three billion decisions each year, and almost all of them can be made better.

What Really Makes Customers Buy a Product

Harvard Business Review

Each person was asked to report their experiences during the week of a brand in one of four categories: mobile handsets, soft drinks, technology products, and electrical goods.

How to Improve Your Decision-Making Skills

Harvard Business Review

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. ” The first step, then, is to use a checklist to minimize decision biases, much like the one suggested by Kahneman.

Why Companies Are Betting Against Big Ideas

Harvard Business Review

This idea of prospect theory, developed by Tversky and Kahneman and reported in a classic 1979 article (for which the Nobel prize was awarded) demonstrated that individuals do not make decisions rationally by selecting options with the highest expected value, because they are risk-averse and 'losses loom larger than gains.'. Firms and their executives, like the subjects in the Tverskey and Kahneman experiments, have an aversion to losses, and a tendency to undervalue gains.

Curiosity Is as Important as Intelligence

Harvard Business Review

This idea is based on the rapid pace of technological changes, and the vast amount of information that we are generating (the two are related). Complex environments are richer in information, which creates more cognitive load and demands more brainpower or deliberate thinking from us; we cannot navigate them in autopilot (or Kahneman’s system 1 thinking).

The Persistence of the Innovator's Dilemma

Harvard Business Review

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." Dan Ariely, Michael Mauboussin, Nobel Laureate Daniel Kahneman, and Duncan Watts all write accessibly on the topic. He and his co-author proposed a new causal mechanism that explained the surprising failure of highly-regarded companies.

Keep Experts on Tap, Not on Top

Harvard Business Review

The psychologists Daniel Kahneman and Amos Tversky demonstrated quite convincingly that we human beings are not the model-optimizing "rational" actors that many economists historically believed we are. The Great Depression of 1990 , by Southern Methodist University economist Ravi Batra (which stayed on the bestseller list for 10 months in hardcover and over 19 months as a paperback), totally missed the technological developments that made the 1990s among the most productive decades ever.

Why Those Guys Won the Economics Nobels

Harvard Business Review

It feels like it’s got a little bit of Kahneman and Tversky in it. That is, potentially amazing technology if you can only figure out how it works. When the Riksbank Prizes in Economic Sciences (a.k.a. the economics Nobels) were announced last fall , the news was greeted with some confusion and amusement.