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 98

Power Kahneman Open-book Learning-by-Doing 98

Experience to Lead

FEBRUARY 21, 2025

Executives and decision-makers now operate in an increasingly complex world, where variables, competing priorities and uncertainties constantly intertwine. This way, we can manage our time effectively. Second, a solid understanding of reversible and irreversible decisions enhanced time management.

Strategy 52

Strategy System How To Uncertainty 52

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. If you’re operating as a know-it-all, you have an underlying belief that that any new stuff really isn’t of much value. 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.

Leadership 110

Leadership Open-book Learning-by-Doing Quality 110

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

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. The halo effect leads companies to assuming their best operators can seamlessly shift into innovation work. Any other ideas? *

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. It includes decision analysis, game theory, and operations research. Only such evaluation allows leaders need to know if their experts are overconfident or underconfident.

Kahneman 15

Kahneman Game Theory Committee Analysis 15

Harvard Business Review

JUNE 21, 2012

Daniel Kahneman and Amos Tversky provide perhaps the best theoretical framework in which to understand the phenomenon. We will pay far more for a medical operation that increases our chance of surviving from 0% to 1% than one that increases it from 10% to 11%. MORE ON MANAGING RISKY BEHAVIORS. A Beekeeper's Perspective on Risk.

Tversky 14

Tversky Kahneman Rate of Return Sports 14