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Daniel Kahneman - From the Business category:
Managers think of themselves as captains of a ship on a stormy sea. Risk for them is danger, but they are fighting it, very controlled. (Daniel Kahneman)
Daniel Kahneman - From the Change category:
We're not aware of changing our minds even when we do change our minds. And most people, after they change their minds, reconstruct their past opinion - they believe they always thought that. (Daniel Kahneman)
Daniel Kahneman - From the Choices category:
Spend some effort in figuring out why each decision did or did not pan out. Doing that systematically is key: really try to question the way you make decisions, and improve it. (Daniel Kahneman)
Daniel Kahneman - From the Clubs category:
When everybody in a group is susceptible to similar biases, groups are inferior to individuals, because groups tend to be more extreme than individuals. (Daniel Kahneman)
Daniel Kahneman - From the Confidence category:
People exaggerate their confidence in their plans - something we call the planning fallacy... The existence of the plan tends to induce overconfidence. (Daniel Kahneman)
Daniel Kahneman - From the Doubt category:
Doubts are suppressed by groups... But remember that the internal incentives that shape how the group perceives risks and rewards may be very different from the reality of the risks and rewards in the external marketplace. Those incentives can distort risk perception. (Daniel Kahneman)
Daniel Kahneman - From the Evolution category:
You can always find an evolutionary quotation for anything. But the question is whether it's functional, which is not the same as being evolutionary. (Daniel Kahneman)
Daniel Kahneman - From the Fear category:
What happens with fear is that probability doesn't matter very much. That is, once I have raised the possibility that something terrible can happen to your child, even though the possibility is remote, you may find it very difficult to think of anything else. Emotion becomes dominant. (Daniel Kahneman)
Daniel Kahneman - From the Leadership category:
We associate leadership with decisiveness. That perception of leadership pushes people to make decisions fairly quickly, lest they be seen as dithering and indecisive. (Daniel Kahneman)
Daniel Kahneman - From the Mistakes category:
Many people will admit that they made a mistake. But that doesn't mean that they've changed their mind about anything in particular. It doesn't mean that they are now able to avoid that mistake. (Daniel Kahneman)
Daniel Kahneman - From the Money category:
The brain scientists are the wave of the future in the financial world. If you seek to maximize understanding, whether you're in academia or in the investment community, you'd better pay serious attention to them. (Daniel Kahneman)
Daniel Kahneman - From the Optimism category:
One of the major biases in risky decision making is optimism. Optimism is a source of high-risk thinking. (Daniel Kahneman)
Daniel Kahneman - From the Planning category:
A plan is only a scenario, and almost by definition, it is optimistic... As a result, scenario planning can lead to a serious underestimate of the risk of failure. (Daniel Kahneman)
Daniel Kahneman - From the Risk category:
In many cases, what looks like risk-taking doesn't take courage at all; it's just unrealistic optimism. Courage is a willingness to take the risk once you know the odds; optimistic overconfidence means you are taking the risk because you don't know the odds. There's a big difference. (Daniel Kahneman)
Daniel Kahneman - From the Truth category:
People assign much higher probability to the truth of their opinions than is warranted. (Daniel Kahneman)
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