Daniel Kahneman
Daniel Kahneman
Daniel Kahnemanis an Israeli-American psychologist notable for his work on the psychology of judgment and decision-making, as well as behavioral economics, for which he was awarded the 2002 Nobel Memorial Prize in Economic Sciences. His empirical findings challenge the assumption of human rationality prevailing in modern economic theory...
NationalityIsraeli
ProfessionPsychologist
Date of Birth5 March 1934
CountryIsrael
Daniel Kahneman quotes about
thinking important life-is
Nothing in life is quite as important as you think it is while you're thinking about it.
optimistic healthy wonderful
It's a wonderful thing to be optimistic. It keeps you healthy and it keeps you resilient.
law skills people
A general “law of least effort” applies to cognitive as well as physical exertion. The law asserts that if there are several ways of achieving the same goal, people will eventually gravitate to the least demanding course of action. In the economy of action, effort is a cost, and the acquisition of skill is driven by the balance of benefits and costs. Laziness is built deep into our nature.
essence difficult-questions heuristics
This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.
guy voting stronger
Nobody would say, 'I'm voting for this guy because he's got the stronger chin,' but that, in fact, is partly what happens.
long made obvious
you know you have made a theoretical advance when you can no longer reconstruct why you failed for so long to see the obvious.
worry people personality
People's mood is really determined primarily by their genetic make-up and personality, and in the second place by their immediate context, and only in the third and fourth place by worries and concerns and other things like that.
skills people luck
The evidence is unequivocal, there's a great deal more luck than skill in people getting very rich.
leadership people decision
We associate leadership with decisiveness. That perception of leadership pushes people to make decisions fairly quickly, lest they be seen as dithering and indecisive.
mistake opportunity two
To know whether you can trust a particular intuitive judgment, there are two questions you should ask: Is the environment in which the judgment is made sufficiently regular to enable predictions from the available evidence? The answer is yes for diagnosticians, no for stock pickers. Do the professionals have an adequate opportunity to learn the cues and the regularities? The answer here depends on the professionals' experience and on the quality and speed with which they discover their mistakes.
past progress get-better
One thing we have lost, that we had in the past, is a sense of progress, that things are getting better. There is a sense of volatility, but not of progress.
thinking optimism decision
One of the major biases in risky decision making is optimism. Optimism is a source of high-risk thinking.
selfish people choices
People who are cognitively busy are also more likely to make selfish choices, use sexist language, and make superficial judgments in social situations.
thinking people decision
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.