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. 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.
Tanveer Naseer
MARCH 1, 2016
For most of us, our default mode of operating in the world is to be caught up in our thinking. The idea of cognitive biases was introduced by Amos Tversky and Daniel Kahneman in the early 1970s. All you need to do is change the way you do things you’re already doing each day.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Innovation Excellence
JULY 3, 2020
Workplace culture can change rapidly with world events, and play an important role in how employees respond to and operate in times of crisis. Daniel Kahneman encompassed this philosophy perfectly when he said, “It’s easy to strive for perfection when you are never bored” (Opening credits, audiobook exclusive). Kahneman, D.
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. 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.” The second cost is ego.
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
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.
Harvard Business Review
NOVEMBER 10, 2011
The halo effect leads companies to assuming their best operators can seamlessly shift into innovation work. Dan Ariely, Michael Mauboussin, Nobel Laureate Daniel Kahneman, and Duncan Watts all write accessibly on the topic. Some can, but many cannot. Any other ideas? *
Expert insights. Personalized for you.
52 
Let's personalize your content