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

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

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

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

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 72

Kahneman Team Proposal Review 72

Experience to Lead

FEBRUARY 21, 2025

This way, we can manage our time effectively. One way to better manage complexity and avoid impulsive errors is to gain a solid familiarity with the organizational and decision-making systems you operate in. Second, a solid understanding of reversible and irreversible decisions enhanced time management.

Strategy 52

Strategy System How To Uncertainty 52

Innovation Excellence

JULY 3, 2020

In Flexible Development and Management Strategies: Intimately Knowing Your Team and Your Product Portfolio, we shared strategies for getting to know an organization from the perspective of those closest to the work. In larger-scale organizations, proactively managing and communicating about workloads across teams can be a challenge.

Productivity 76

Productivity Products Kahneman Team 76

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 203

Conference Execution Examples Management 203

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 Diversity Kahneman 98

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 73

Kahneman Pharmaceuticals Influence Review 73

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?

Productivity 84

Productivity Products Media Kahneman 84

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 66

Kahneman Pharmaceuticals Leadership Influence 66

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.

Executive Coaching 78

Executive Coaching Tversky Sample Kahneman 78

Roundtable Talk

APRIL 18, 2024

Book: Thinking Fast and Slow By: Daniel Kahneman Reviewed by: Kenzie Bertrand The Premise: As I continue to work towards my annual professional goal of amping up my strategic behaviour, I thought it would be helpful to leverage “Thinking, Fast and Slow” by Daniel Kahneman.

Kahneman 36

Kahneman Review Books Goal 36

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 Power 60

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. 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.

Executive Coaching 60

Executive Coaching Tversky 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.

Executive Coaching 60

Executive Coaching Tversky Sample Kahneman 60

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 Diversity Kahneman 52

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

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

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 112

Leadership Open-book Learning-by-Doing Quality 112

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 13

Kahneman Strategy Tversky Brand 13

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 12

Project Kahneman Metrics Budgeting 12

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

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 18

Kahneman Risk Management How To Commitment 18

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 16

Kahneman Tversky Company Innovation 16

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 10

Kahneman Information Technology Environment Learning-by-Doing 10

First Friday Book Synopsis

MAY 11, 2016

Superforecasting: The Art and Science of Prediction Philip Tetlock and Dan Gardner Crown Publishers (2015) How to blend computer-based forecasting and subjective judgment to gain a better sense of what will likely occur Obviously, computers can process, organize, and access more data faster than can human beings.

Review 70

Review Books Process How To 70

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 12

Kahneman Skills How To Marketing Strategy 12

Harvard Business Review

MARCH 18, 2011

They succumb to changing times and conditions, to innovations by competitors, to poor decisions and lack of adaptability by their owners and managers, and to bad luck. Most businesses fail, eventually. But the flipside of such cognitive bias, it would seem, is lack of optimism.

Kahneman 16

Kahneman Construction Creativity Review 16

Harvard Business Review

NOVEMBER 10, 2011

As this argument holds, the short-term pressure of the capital markets, coupled with management incentives tied tightly to stock prices, make it hard for companies to investment in new growth businesses. Dan Ariely, Michael Mauboussin, Nobel Laureate Daniel Kahneman, and Duncan Watts all write accessibly on the topic.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

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 16

Kahneman Game Theory Committee Analysis 16

Harvard Business Review

JUNE 21, 2012

Daniel Kahneman and Amos Tversky provide perhaps the best theoretical framework in which to understand the phenomenon. MORE ON MANAGING RISKY BEHAVIORS. 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 Rate of Return Sports 15

Harvard Business Review

AUGUST 8, 2012

One particularly interesting study was conducted by Kahneman, Knetsch and Thaler (published here ) where consumption objects (e.g. Also known as the divestiture aversion, the endowment effect refers to our tendency to value an item more once we own it.

Kahneman 22

Kahneman Objective Collins Career 22

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 11

Kahneman Tversky Banking Hedge 11

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 15

Stephenson Kahneman CEO Commitment 15