The Horizons Tracker

NOVEMBER 7, 2024

It’s a problem known in behavioral economics as an example of “dual system theory”, which was famously demonstrated by Daniel Kahneman’s fast and slow forms of thinking. It’s an extremely popular thought experiment, precisely because so many people default to $10, despite that clearly being the incorrect answer.

Kahneman 65

Kahneman Participative Cost Analysis 65

First Friday Book Synopsis

FEBRUARY 11, 2015

Bob''s blog entries Albert Einstein breakthrough thinking Brilliant Mistakes Brooke Manville Daniel Kahneman dealing with difficult people effective leadership skills James O''Toole Joseph Jaworski Judgment Calls Lao-Tse Leadership coaching skills managing emotions Marcia Reynolds: Part 1 of a second interview by Bob Morris organizational change Oscar (..)

Kahneman 70

Kahneman Emotional Intelligence Wilde Drucker 70

First Friday Book Synopsis

APRIL 9, 2013

HBR’s 10 Must Reads on Making Smart Decisions Various Contributors with Editors of Harvard Business Review Harvard Business Review Press (2013) Learn why bad decisions happen to good managers — and how to make better ones This is one in a series of volumes that anthologizes what the editors of the Harvard Business Review consider [.].

Kahneman 80

Kahneman Review Charan Books 80

Chartered Management Institute

JANUARY 6, 2012

Probably the best known experiment into representativeness heuristics was conducted by Amos Tversky and Daniel Kahneman in the 70's. So do you fit the stereotype of a great manager? Adi Gaskell is a manager at the Process Excellence Network. As it's Friday, and I'm a fun kinda guy, why don't you play along?

Tversky 79

Tversky Kahneman Management Library 79

HR Digest

FEBRUARY 14, 2022

Human Resource Management (HRM) is a broad term that encompasses human resources management, employee relations , compensation, benefits, training, performance evaluation, recruitment, selection, and other related activities. Human resource management (HRM) has always been a challenging field. Let’s begin.

Books 98

Books Human Resources Kahneman Diversity 98

Lead Change Blog

JANUARY 13, 2016

True leaders at any level of the totem pole show their leadership primarily through managing their own emotions. After all, the only things we can control in life are our thoughts, feelings, and behaviors, and if we can manage those, we can lead our organizations from anywhere in the hierarchy.

Emotional Intelligence 150

Emotional Intelligence Kahneman System Stress 150

CEO Blog

OCTOBER 24, 2011

There is another great thinker, Daniel Kahneman, who wrote an outstanding article in the NY times that challenges Blink. In the article he talks about the stock picker and fund managers and the people that manage them.

Kahneman 145

Kahneman Long-term Motivation Article 145

Skip Prichard

JUNE 3, 2020

Daniel Kahneman. And, as anyone who closely follows simulation and prototyping tools knows, their use has become pervasive in manufacturing businesses, even though companies still grapple with the integration and management issues I wrote about in 2003. We are too willing to reject the belief that much of what we see in life is random.”

Power 95

Power Kahneman Open-book Learning-by-Doing 95

HR Digest

FEBRUARY 14, 2022

Human Resource Management (HRM) is a broad term that encompasses human resources management, employee relations , compensation, benefits, training, performance evaluation, recruitment, selection, and other related activities. Human resource management (HRM) has always been a challenging field. Let’s begin.

Books 52

Books Human Resources Kahneman Diversity 52

LDRLB

JANUARY 6, 2012

A fantastic case for a better management perspective, mainly that little things like progress can affect big things like profitability. Perhaps the most under-rated book on evidence-based management. Thinking Fast and Slow by Daniel Kahneman. The Progress Principle by Teresa Amabile and Steve Kramer.

Collins 141

Collins Cialdini Kahneman Constraint 141

CO2

OCTOBER 23, 2012

Thinking, Fast and Slow by Daniel Kahneman. 12: The Elements of Great Managing by Rodd Wagner and James Harter (see my blog post on this topic here ). Here are books that I have read (or listened to) lately and recommend: The Five Temptations of a CEO by Patrick Lencioni. Six Pixels of Separation by Mitch Joel.

Schein 106

Schein Senge Kahneman Goleman 106

Eric Jacobson

JUNE 29, 2011

There's a great article in the June issue of the Harvard Business Review by Daniel Kahneman that includes a 12-question checklist that is designed to unearth cognitive biases of teams making recommendations that leaders take into consideration before they make their decisions.

Kahneman 69

Kahneman Team Proposal Review 69

Eric Jacobson

MARCH 16, 2017

As reported in a past issue of Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 50

Kahneman Pharmaceuticals Leadership Influence 50

CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics Slovic, Fischhoff and Lichtenstein (1977), The look at overconfidence leads to not fully considering the problem and underestimating alternatives.

Tversky 78

Tversky Executive Coaching Sample Kahneman 78

Eric Jacobson

SEPTEMBER 5, 2011

As reported in a recent issue of Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 70

Kahneman Pharmaceuticals Influence Review 70

CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Isenberg (1984), How Senior Managers Think. It was presented in a paper at Monash University titled A Taxonomy of Decision Biases by David Arnott. Hink and Woods (1987), Hogarth (1987) Judgement and Choice.

Tversky 60

Tversky Executive Coaching Sample Kahneman 60

CO2

SEPTEMBER 11, 2015

First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Isenberg (1984), How Senior Managers Think. It was presented in a paper at Monash University titled A Taxonomy of Decision Biases by David Arnott. Hink and Woods (1987), Hogarth (1987) Judgement and Choice.

Tversky 60

Tversky Executive Coaching Sample Kahneman 60

Eric Jacobson

JUNE 25, 2011

As reported in this month's Harvard Business Review , research by the Nobel Prize winner Daniel Kahneman suggests that influence will be determinative. Finally, keep in mind that how you handle yourself during your final months and weeks in power will have a large influence on how you are remembered.

Kahneman 63

Kahneman Pharmaceuticals Leadership Influence 63

CO2

DECEMBER 11, 2020

It has often been thought that the feedback loop hinges on the giver of feedback, you know, the leader, manager, supervisor. But people are very often willing to make intuitive diagnoses even when they’re very likely to be wrong” – Daniel Kahneman. That’s how we improve” – Bill Gates.

Construction 88

Construction Learning-by-Doing Kahneman Positioning 88

Chartered Management Institute

MARCH 1, 2012

Indeed I argued this very point in the latest issue of Professional Manager. After all, it's well known that when conducting difficult tasks, what Daniel Kahneman would call system 2 thinking, requires us to be free from distractions. Lets get the caveat out of the way right from the start. Is all social media created equally though?

Products 84

Products Productivity Kahneman Media 84

CO2

DECEMBER 11, 2020

That’s how we improve” – Bill Gates By: Gary Cohen Secret Formula to Receiving Feedback It has often been thought that the feedback loop hinges on the giver of feedback, you know, the leader, manager, supervisor. Most leaders believe this (spoiler alert), and they would be absolutely wrong!

Construction 78

Construction Learning-by-Doing Kahneman Positioning 78

Next Level Blog

OCTOBER 2, 2012

Recently, for example, I found myself in a conversation with a management team that was feeling overwhelmed by all of the stuff that’s been added to their plate without anything coming off. As I talk with leaders, I hear a lot of stories about overwhelm and the perception that there’s not much that can be done about it.

Conference 195

Conference Execution Examples Management 195

Harvard Business Review

JANUARY 6, 2014

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. .” This is true, and what’s amazing is that these are exactly the conditions under which algorithms do better than people. Why is this?

Kahneman 8

Kahneman Information Technology Environment Learning-by-Doing 8

Harvard Business Review

FEBRUARY 8, 2012

I've been learning a lot from Danny Kahneman's great book Thinking Fast and Slow. Kahneman is the world's leading expert on human judgment and decision-making and the only non-economist to be awarded the Nobel Prize in Economics (he's a psychologist by training), so his insights and conclusions should be taken seriously.

Kahneman 15

Kahneman Document Construction Class 15

Harvard Business Review

JANUARY 22, 2018

Nobel-prize-winning psychologist Daniel Kahneman has said that overconfidence is the bias he’d eliminate first if he had a magic wand. ” Kahneman tells a story of a time when he was collaborating on a textbook and asked his coauthors to estimate the date on which they’d complete their first draft.

Kahneman 8

Kahneman Project Follow-up Uncertainty 8

Women in the LEAD

OCTOBER 22, 2009

As a leader, co-worker, friend, mom, sister, wife or partner, it also reminds us how important our words and actions can be in influencing someone else's moments and experience: " According to Nobel Prize-winning scientist Daniel Kahneman, we experience approximately 20,000 individual moments in a waking day.

Kahneman 60

Kahneman Letter Influence Globalization 60

Harvard Business Review

SEPTEMBER 7, 2016

Tom Blaser and Linnea Gandhi, two managing directors at the consultancy The Greatest Good (TGG), are enthusiastic champions of algorithms. Their recent Harvard Business Review article, coauthored with Noble Prize–winning behavioral economist Daniel Kahneman and TGG’s CEO Andrew M.

Management 8

Management Kahneman Reference Price 8

Harvard Business Review

OCTOBER 23, 2013

Daniel Kahneman, in his book Thinking Fast and Slow , recounts a bit of a planning pickle he and his Israeli Ministry of Education colleagues encountered when estimating how long it would take to complete a high school textbook on judgment and decision making. Gathering lots of data isn’t the be all and end all of project management.

Project 9

Project Kahneman Metrics Budgeting 9

Harvard Business Review

AUGUST 31, 2011

The last decade has seen an increased appreciation of behavioral economics and its effect on the practice of management. In a recent HBR article , Daniel Kahneman, Dan Lovallo, and Olivier Sibony outline the questions that a decision-maker needs to ask before making a strategic bet.

Kahneman 12

Kahneman Strategy Tversky Brand 12

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! 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.” What’s this supposed to be about?

Leadership 109

Leadership Open-book Learning-by-Doing Quality 109

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

SEPTEMBER 24, 2012

Every day, senior managers are tasked with making very significant strategic decisions for their companies, which usually require support by teams of internal and external experts and a heavy dose of research. Little did he know it when he penned these words, but journalist H.L. Click on the chart to view full-sized version.).

Kahneman 16

Kahneman Risk Management How To Commitment 16

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

JUNE 18, 2018

Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. Our first challenge was to answer the question: How do we separate the merely confident managers from the overconfident variety? Most of us think of overconfidence as a bad thing.

Stephenson 11

Stephenson Kahneman CEO Commitment 11

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 9

Kahneman Tversky Hedge Banking 9

Harvard Business Review

APRIL 9, 2018

Ever since Adam Smith published The Wealth of Nations in 1776, observers have bemoaned boards of directors as being ineffective as both monitors and advisors of management. Alternatively, it could be that because of behavioral biases, management is not able to select effective directors as well as an algorithm.

Company 9

Company Learning-by-Doing Kahneman CEO 9

Harvard Business Review

NOVEMBER 9, 2015

That doesn’t mean I was a novice in promoting an idea; as a young analyst at Fidelity Investments, I needed to convince the managers of the large mutual funds to buy my stock ideas. And yet from the minute we received our SEC approval to manage clients’ assets, I became our chief salesperson. That made a huge impact on me.

CEO 8

CEO Tversky Kahneman Travel 8