Kahneman Management Technology 
The Horizons Tracker
JANUARY 5, 2022
Indeed, the very fact that we are so frequently discussing the ethical development and deployment of artificial intelligence is a clear and distinct advantage that the technology holds over human decision-making. The authors highlight the numerous examples of this that have themselves received considerable publicity in recent years.
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.”
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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?
Skip Prichard
JUNE 1, 2020
Daniel Kahneman. Technology has connected more people in more places at more times than ever before. 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.
Harvard Business Review
AUGUST 14, 2018
The term “digital firms” refers to those companies that from their inception have focused on digital services enabled by the internet and related technologies, including mobile. poor management of relations with Chinese regulators and the government. failure to manage relations effectively with local business partners.
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.'.
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.
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