That ambition is the engine of the economy there is no doubt. That economic liberalism is to hand the world over to a gang of gamblers who play with money while interventionism can end up becoming fond of the most false communism, too. It is part of human nature, or at least of reason, to approach the extreme that warms the most. Meanwhile, happiness on the most personal level is like that search for our Ithaca during which psychology analyzes what we decide to achieve it. And more and more the material takes on the magnitude of the only island feasible to conquer.
The psychologist Daniel kahneman He has become a major disseminator of the macro and the microeconomic, singularly seen from that psychological prism that surrounds everything, from the purchase of shares in the stock markets to the decision of our deodorant in the supermarket on the corner. And it is that pulling the best psychoanalysis Freudian everything human ends up connecting with unsuspected drives ...
The economy is a conglomerate of decisions and behaviors of human beings. From speculation to paying taxes, going through notions such as utility or satisfaction as consumers. Achieved his unusual award Nobel Prize in Economics Being a psychologist, his interdisciplinary thinking has come down to us through various books.
Top 3 Recommended Books By Daniel Kahneman
Think fast, think slow
En Think fast, think slowAn international success, Kahneman offers us a revolutionary perspective on the brain and explains the two systems that shape how we think. System 1 is fast, intuitive, and emotional, while System 2 is slower, deliberative, and logical. Kahneman exposes the extraordinary capacity (and also the errors and biases) of quick thinking, revealing the lasting influence of intuitive impressions on our thinking and behavior.
The impact of loss aversion and overconfidence in business strategies, the difficulty of predicting what will make us happy in the future, the challenge of properly framing risks at work and at home, the profound effect of cognitive biases about everything we do, from playing the stock market to planning vacations; All this can only be understood if we understand the joint functioning of the two systems when formulating our judgments and decisions.
By engaging the reader in lively reflection on how we think, Kahneman reveals when we can and cannot trust our intuitions, and how we can reap the benefits of slow thinking. In addition, it offers practical and enlightening teachings on how decisions are made in professional or personal life, and on how we can use different techniques to protect ourselves from the mental failures that create problems for us. Think fast, think slow it will forever change the way we think about how we think.
Noise: A Failure in Human Judgment
Two doctors in the same city can give different diagnoses to identical patients; two judges can issue different sentences for similar crimes; we ourselves can decide one thing or another depending on whether it is morning or afternoon, or whether or not it is time to eat. These are examples of noise: the bias that carries variability in judgments that should be equal.
Noise is present in all individual and collective decisions, and it produces errors in innumerable fields, from medicine to economics, through law, health, child protection and recruitment. In addition, it also bothers us and influences us when making many of our daily decisions.
Daniel Kahneman, one of the world's leading psychologists, along with Cass R. Sunstein and Olivier Sibony, two world leaders in strategic thinking, teach us to listen to that noise, the impact of which we tend to ignore, and to reduce it to improve our judgments. Based on the same kind of insightful analysis and ingenious examples that made Think Fast, Think Slow an international best seller, Ruido offers a series of original, practical and simple remedies for better thinking.
The delusion of success
The evidence is disturbing: Most great business initiatives don't pay off. According to economists, poor performance is an inevitable consequence of companies taking rational risks in uncertain situations. However, after analyzing it from psychology, the authors consider that this failure is the consequence of decision-making based on illusory optimism rather than on a rational assessment of gains, losses and probabilities.
The cognitive biases and organizational pressures that underlie this over-optimism are pervasive, but their effects can be mitigated. By complementing traditional forecasting processes with analysis of previously completed analogous initiatives, managers can much more accurately discern the likely outcome of a project. That "outside view" is a reality bath that reduces the chances that a company will embark on a disastrous investment of time and money.