Tanveer Naseer

MARCH 1, 2016

If your schedule is anything like mine, finding time to consistently devote to your own leadership development is likely quite a challenge. Wouldn’t it be nice if you could have a well-rounded leadership development program that didn’t require you to add anything to your schedule?

Emotional Intelligence 100

Emotional Intelligence Self-aware Development Skills 100

CO2

SEPTEMBER 11, 2015

He who knows not and knows that he knows not, He is a child, teach him. – Arabian proverb As an executive coach, I have read many books about executive coaching and leadership. Of all the taxonomies, the one I like best is one of the least well known.

Executive Coaching 78

Executive Coaching Tversky Sample Kahneman 78

CO2

SEPTEMBER 11, 2015

As an executive coach, I have read many books about executive coaching and leadership. I have attended programs at some of the finest executive coaching and leadership training programs in the world. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics.

Executive Coaching 60

Executive Coaching Tversky Sample Kahneman 60

CO2

SEPTEMBER 11, 2015

As an executive coach, I have read many books about executive coaching and leadership. I have attended programs at some of the finest executive coaching and leadership training programs in the world. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics.

Executive Coaching 60

Executive Coaching Tversky Sample Kahneman 60

Harvard Business Review

AUGUST 1, 2012

The basic concept , first presented by Nobel Laureate Daniel Kahneman and his partner Amos Tversky in an influential 1979 paper, is that human beings are astonishingly bad at estimating how long it will take to complete tasks.

Planning 16

Planning Innovation Kahneman Tversky 16

Harvard Business Review

JULY 23, 2012

The psychologists Daniel Kahneman and Amos Tversky demonstrated quite convincingly that we human beings are not the model-optimizing "rational" actors that many economists historically believed we are. Those who see the world probabilistically seem to better navigate volatile environments because they are wired to embrace uncertainty.

Uncertainty 15

Uncertainty Tversky Kahneman Self-aware 15

QAspire

JANUARY 22, 2018

I was interested in this topic because I explored the intersection of critical thinking and leadership a few years ago. How do these biases show up in Leadership? A lot of leadership is about taking decisions involving group of people. This was a good opportunity to get back to the topic and add to my understanding.

Tversky 195

Tversky Senge Kahneman Workshop 195