Daniel Kahneman Quotes
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My impression is that the elimination of memories greatly reduces the value of the experience.
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When you analyze happiness, it turns out that the way you spend your time is extremely important.
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Our memory tells us stories, that is, what we get to keep from our experiences is a story.
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The illusion that we understand the past fosters overconfidence in our ability to predict the future.
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I enjoy being active, but I look forward to the day when I can retire to the Internet.
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If you care about being thought credible and intelligent, do not use complex language where simpler language will do.
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If people are failing, they look inept. If people are succeeding, they look strong and good and competent. That's the 'halo effect.' Your first impression of a thing sets up your subsequent beliefs. If the company looks inept to you, you may assume everything else they do is inept.
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The easiest way to increase happiness is to control your use of time.
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Mental effort, I would argue, is relatively rare. Most of the time we coast.
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Policy makers, like most people, normally feel that they already know all the psychology and all the sociology they are likely to need for their decisions. I don't think they are right, but that's the way it is.
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Most of the time, we think fast. And most of the time we're really expert at what we're doing, and most of the time, what we do is right.
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Knowing the importance of luck, you should be particularly suspicious when highly consistent patterns emerge from the comparison of successful and less successful firms. In the presence of randomness, regular patterns can only be mirages.
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One of the major biases in risky decision making is optimism. Optimism is a source of high-risk thinking.
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Slow thinking has the feeling of something you do. It's deliberate.
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That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.
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We are very influenced by completely automatic things that we have no control over, and we don't know we're doing it.
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One emphasis of my research has been on the question of how people spend their time. Time is the ultimate finite resource, or course, so the question of how people spend it would seem to be important.
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Groups tend to be more extreme than individuals.
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In strategic decisions, I'd be really concerned about overconfidence.
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In essence, the optimistic style involves taking credit for successes but little blame for failures.
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The idea that you can ask one question and it makes the point - well, that wasn't how psychology was done at the time.
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Endlessly amused by people's minds.
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We can't live in a state of perpetual doubt, so we make up the best story possible and we live as if the story were true.
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The confidence people have in their beliefs is not a measure of the quality of evidence but of the coherence of the story the mind has managed to construct.
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People who are cognitively busy are also more likely to make selfish choices, use sexist language, and make superficial judgments in social situations.
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Courage is 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. It's a big difference.
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Experts don't know exactly where the boundaries of their expertise are.
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The effort invested in 'getting it right' should be commensurate with the importance of the decision.
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If people do not know what is going to make them better off or give them pleasure, then the idea that you can trust people to do what will give them pleasure becomes questionable.
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People just hate the idea of losing. Any loss, even a small one, is just so terrible to contemplate that they compensate by buying insurance, including totally absurd policies like air travel.
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