Harvard Business Review

MARCH 31, 2014

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.

Kahneman 9

Kahneman Skills How To Marketing Strategy 9

Harvard Business Review

NOVEMBER 10, 2011

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. Any other ideas? *

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

APRIL 9, 2018

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. Nonetheless, boards remain highly imperfect.

Company 9

Company Kahneman Learning-by-Doing CEO 9

Harvard Business Review

NOVEMBER 9, 2015

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. We recently analyzed the brand touchpoints of 14,000 people in North America and Europe over a one-week period. We discovered this by accident, but it makes sense.

Productivity 8

Productivity Products Hotels Kahneman 8

Harvard Business Review

MARCH 7, 2016

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. Setting goals (another tool) is aspirational, but making decisions actually drives action. Our research has shown that people usually do what they decide to do.

Kahneman 8

Kahneman Groupthink Tools Software 8

Harvard Business Review

JULY 9, 2014

The ongoing explosion of technologically-enabled business opportunities inherently expand the ethical dilemmas, quandaries and trade-offs managements will confront. Everyone online can—if they want to make the effort—become an amateur Asch , Skinner , Zimbardo , Pavlov , Ariely , Kahneman and/or Vernon Smith.

Ethics 8

Ethics Zimbardo Explicit Knowledge Kahneman 8

First Friday Book Synopsis

APRIL 22, 2012

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.

Discount 89

Discount Magazine Article Resources 89

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. He is co-author of a landmark book on the subject, Winning Decisions: Getting It Right the [.].

Scenario Planning 85

Scenario Planning Risk Management Tools Planning 85

Harvard Business Review

FEBRUARY 29, 2012

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.'.

Kahneman 15

Kahneman Tversky Company Innovation 15

Harvard Business Review

JANUARY 23, 2015

Daniel Kahneman, the Nobel Prize-winning economist and author of Thinking, Fast and Slow , observed that decision makers get stuck in a memory loop and can only predict the future as a reflection of the past. Thinking about the future is hard, mainly because we are glued to the present.

Kahneman 8

Kahneman Scenario Planning Pharmaceuticals Workshop 8

Harvard Business Review

JULY 23, 2012

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. Those who see the world probabilistically seem to better navigate volatile environments because they are wired to embrace uncertainty.

Uncertainty 13

Uncertainty Tversky Kahneman Self-aware 13

Harvard Business Review

APRIL 2, 2014

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. Even if it’s not irrational to base your judgments on recent experience, it doesn’t feel like the rational man of ‘60s and ‘70s rational-expectations economics.

CAPM 8

CAPM Discount Price Finance 8

Harvard Business Review

OCTOBER 6, 2015

New workplace technology makes possible an unprecedented degree of control over working (and sometimes private) life – the New York Times’s account of tough working conditions in Amazon’s offices is a recent example. More and more of human lives are marketized and commodified on technology platforms.

Film 8

Film Drucker Technology Kahneman 8