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 15

Tversky Kahneman Sports Rate of Return 15

Harvard Business Review

AUGUST 31, 2011

These biases arise from what Kahneman and his long-time research partner Amos Tversky call framing. Their approach, however, does little to reveal the biases embedded in the assumptions held by management teams and reflected in the frameworks they use. Framing defines the way we approach problems or seek to achieve objectives.

Kahneman 14

Kahneman Strategy Tversky Case Study 14

Harvard Business Review

AUGUST 2, 2012

Framing determines which issues are addressed and how. A framing label like "tax relief" puts the advocate of fair taxation or infrastructure investment in the positioning of arguing against "tax relief," an extremely disadvantageous starting point.

Politics 15

Politics Brand Tversky Health Care 15

Harvard Business Review

NOVEMBER 9, 2015

Of course, I love whenever we outperform our benchmark or peer group, but the pain of underperforming is much more painful than the pleasure of winning the same amount, a phenomenon studied at length by Daniel Kahneman and Amos Tversky.

CEO 8

CEO Tversky Kahneman Learning-by-Doing 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 15

Uncertainty Tversky Self-aware Kahneman 15

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

JULY 10, 2014

I didn’t realize that noted academics Amos Tversky and Daniel Kahneman were studying this exact phenomenon, which they officially named “ loss aversion.”. 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.

Tversky 8

Tversky Kahneman Hedge Risk Management 8

Harvard Business Review

JUNE 8, 2012

Daniel Kahneman , a renowned psychologist who won the Nobel Prize in economics, developed this concept in the 1970s along with his collaborator, Amos Tversky. The first lesson is about adopting the inside versus the outside view.

Beyer 15

Beyer Tversky Kahneman Diversity 15

Harvard Business Review

JANUARY 3, 2013

First developed by Danny Kahneman and Amos Tversky in 1979, the planning fallacy simply states that people will consistently underestimate how long a task will take even when they have experience with similar tasks taking longer than expected. Up until they realized they had never done anything like that before did the real worries set in.

Tversky 8

Tversky Kahneman Planning Project 8

Harvard Business Review

JUNE 8, 2012

Daniel Kahneman , a renowned psychologist who won the Nobel Prize in economics, developed this concept in the 1970s along with his collaborator, Amos Tversky. The first lesson is about adopting the inside versus the outside view.

Beyer 14

Beyer Tversky Kahneman Diversity 14

Harvard Business Review

OCTOBER 9, 2012

Psychologists Daniel Kahneman and Amos Tversky attributed this tendency to what they called the "availability" heuristic (rule of thumb): our minds give inordinately heavy weighting to the most readily available/recent/vivid data and experiences.

Banking 8

Banking Tversky Kahneman Real Estate 8

Harvard Business Review

JANUARY 4, 2013

Two years later, in 2002, the co-leader of that invasion, Princeton psychology professor Daniel Kahneman, won an economics Nobel (the other co-leader, Amos Tversky, had died in 1996). Lazear acknowledged one such indicator in his article — the invasion of economics by psychological teachings about cognitive bias.

Crisis 10

Crisis Tversky Politics Levitt 10

Harvard Business Review

JULY 2, 2013

Amos Tversky and I] concluded from many such observations that ''losses loom larger than gains'' and that people are loss averse.". People are generally not all that happy about risk. 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.

Kahneman 8

Kahneman Tversky Ethics Uncertainty 8

Harvard Business Review

APRIL 11, 2013

Barbara Tversky and Jeff Zacks found in the early 2000s that lines imply transitions whereas bars imply individual values. The different metaphors are illustrated below, with treemaps on the left and node-link diagrams on the right. The seemingly simple choice between a bar and a line chart has implications on how we perceive the data.

Tversky 8

Tversky Directory Learning-by-Doing Banking 8

First Friday Book Synopsis

FEBRUARY 20, 2012

Serial Innovators: Firms That Change the World Claudio Feser John Wiley & Sons (2012) How and why continuous innovation and adaptation can help an organization “live” longer What we have here is a “hybrid” narrative that develops on two separate but interdependent levels: a fictional account that focuses on Carl Berger (CEO of American Health [.]. (..)

Innovation 80

Innovation Books Review CEO 80

Harvard Business Review

JUNE 20, 2014

This popular triumph of the “ heuristics and biases ” literature pioneered by psychologists Daniel Kahneman and Amos Tversky has made us aware of flaws that economics long glossed over, and led to interesting innovations in retirement planning and government policy. It is not, however, the only lens through which to view decision-making.

Uncertainty 8

Uncertainty Kahneman Banking Learning-by-Doing 8

Harvard Business Review

APRIL 2, 2014

It feels like it’s got a little bit of Kahneman and Tversky in it. 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 Finance Price 8