How Emotions Shape Business Decisions
We often let go of objectivity before we've secured a firm grip on reality—all because of something psychologists call the affect heuristic.
We often let go of objectivity before we've secured a firm grip on reality—all because of something psychologists call the affect heuristic.
What happens when that hard-earned experience becomes a liability? Let's explore when the very patterns that made us successful begin to lead us astray.
It's often only after a decision proves disastrous that we discover the doubts and reservations that were swept under the carpet during the decision-making process.
The disciplined investor maintains consistent standards regardless of who's in the room. After all, money doesn't know or care who lost it.
The human mind's tendency to reason by analogy—reaching for the most recent or vivid example—is powerfully persuasive and persistently dangerous.
Every major corporate decision carries a hidden tax—the inevitable distortion of reality through the lens of self-interest.
Our compulsion to "do something"often leads us astray, especially when combined with overconfidence in our ability to shape the future.
It's often only after a decision proves disastrous that we discover the doubts and reservations that were swept under the carpet during the decision-making process.
The human mind's tendency to reason by analogy—reaching for the most recent or vivid example—is powerfully persuasive and persistently dangerous.
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Success lies not in eliminating cognitive biases—an impossible task—but in creating structures and processes that systematically identify and counter their effects.
It's better to be roughly right than precisely wrong. Premortems help us be roughly right more often by showing us where we might be precisely wrong.
Should you find yourself in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks.