Podcast appearances and mentions of Daniel Kahneman

Welcome to Day 4 of 30 Days of Mental Skills. Today I'm discussing Two Thinking Systems, or Dual-process Thinking. Dual Process Thinking is a fundamental concept that explains how our minds process information and make decisions through two distinct yet complimentary systems of mind. Understanding this concept of mind can help us develop the mental skills required for peak performance. Nobel laureate Daniel Kahneman proposed it in his groundbreaking work “Thinking, Fast and Slow.” This influential theory reveals the intricate workings of human cognition, providing crucial insights into how we handle everything from split-second choices to complex problem-solving in our daily lives.System OneSystem 1 represents our fast, intuitive, and automatic thinking processes. This system operates continuously in the background, requiring minimal cognitive effort and energy expenditure. It excels at quick pattern recognition, emotional processing, and handling routine tasks that we've mastered through repeated exposure and practice. When we recognize a friend's face in a crowd, instinctively brake while driving, or respond to immediate dangers, we're engaging System 1.System TwoSystem 2 embodies our slower, more deliberate thinking processes. This system handles complex calculations, logical reasoning, and careful decision-making. It's the mental mode we use to solve mathematical problems, analyse complex arguments, or make important life decisions. System 2 thinking requires focused attention and is characterised by methodical analysis rather than quick intuition.The analytical nature of System 2 allows us to engage in abstract thinking, consider hypothetical scenarios, and plan for the future. This system is particularly crucial for learning new skills, understanding complex concepts, and making decisions that require careful consideration of multiple factors.These two systems don't operate in isolation but rather in a continuous dance of interaction. System 1 generates quick impressions and intuitions, which System 2 can endorse or question. System 1 encounters uncertainty or complexity beyond its capabilities, so it calls upon System 2 for more detailed analysis. This interplay allows for efficient decision-making while maintaining the ability to engage in deeper analysis when necessary.Essential Mental Skills Is Launching SoonThe Essential Mental Skills Course is launching soon. It is a structured introduction to mental skill development and contains lecture videos, slides, resources, a workbook, and kicks off with a live group Zoom orientation call. This course brings together what I've learned from my 30 years in business, 10 years in psychology, lecturing and private practice experience in a single system to help you achieve better mental health and optimise your performance in work, sport or business. Find out more and join the waiting list here. Get full access to Peak Performer at peak.humanperformance.ie/subscribe

We see a creature near us, and we describe it as a dog. Why that and not "mammal" or "animal"? And if that dog's a Springer Spaniel, and we know it's a Springer Spaniel, why do we nevertheless call it a "dog"? In an apparent digression, I discuss the idea in cognitive science of a "basic level of categorization" (or abstraction). While we construct hierarchies and taxonomies, we tend to operate at one specific level: one that's not too abstract and not too concrete. SourcesGeorge Lakoff, Women, Fire, and Dangerous Things: What Categories Reveal about the Mind, 1987.Gregory L. Murphy, The Big Book of Concepts, 2002.Daniel Kahneman, Thinking, Fast and Slow, 2024. CreditsThe image of the dog and cat is via https://fondosymas.blogspot.com. It is licensed as Reconocimiento-NoComercial-CompartirIgual 3.0 España.

Voor elke L&D-er en leider is het essentieel om te snappen hoe je mensen het slimste en beste ‘in beweging' kunt krijgen. Waardoor gaan mensen veranderen, leren, groeien, harder rennen? Jeanne en Jan-Peter delen twee wetenschappelijk onderzochte principes van Daniel Kahneman die te maken hebben met Gain en Loss. In deze aflevering beantwoorden ze de vraag: waardoor gaan mensen sneller en harder in beweging komen en hoe kun je dat inzetten?Lees hier het blog over deze podcast:https://www.brainbakery.com/brainsnacks/leer-of-verlies-de-psychologie-achter-waarom-je-niet-stil-kunt-blijven-staanOp https://www.brainbakery.com/brainsnacks vind je onze blogs.Wil je meepraten, laat een voice berichtje achter:https://www.speakpipe.com/brainbakerySupport the show

BIO: Jeff Sarti, CEO of Morton Wealth, leads a firm managing over $3 billion in assets. With a mission to empower better investors, Jeff helps clients achieve their financial goals while supporting employees in their career growth.STORY: Jeff bought a few dot-com companies, thinking it was smart and safe because he bought the big brands. All of the companies dropped 90%+.LEARNING: Don't let greed, FOMO, and a lack of imagination drive you to a bad investment. “Don't take shortcuts. If you do, at least know that you're gambling and speculating. That's different from investing.”Jeff Sarti Guest profileJeff Sarti, CEO of Morton Wealth, leads a firm managing over $3 billion in assets. With a mission to empower better investors, Jeff helps clients achieve their financial goals while supporting employees in their career growth. A CFA charterholder, Jeff shares his insights through his Perspective newsletter. His expertise emphasizes challenging the status quo and fostering long-term, resilient investment strategies.Worst investment everIn the late 90s, during the dot-com boom, Jeff had just started making a bit of money. He bought a few dot-com companies, thinking it was smart and safe because he bought the big brands. All of the companies dropped 90%+ after a while.Lessons learnedDon't let greed, FOMO, and a lack of imagination drive you to a bad investment.Always do your research.Andrew's takeawaysWhen prices get untethered from earnings growth, our expectation of the future is what matters.Actionable adviceThe only way you can learn is by doing and making mistakes. But before you start doing, do the research, understand the underlying risk factors of your investments, and don't take shortcuts.If you do, at least know you're speculating and not investing. Keep that speculative piece of your portfolio small. It's always a good idea to balance speculative investments with more traditional, long-term investment strategies for a more secure financial future.Jeff's recommendationsJeff recommends checking out resources on his website, such as his investment guides and market analysis, and signing up for his quarterly newsletter if you want financial education.He also recommends reading Thinking Fast and Slow by Daniel Kahneman and books by Morgan Housel to understand how emotions drive investment decisions.No.1 goal for the next 12 monthsJeff's number one goal for the next 12 months is to continue traveling the country with his investment team, uncovering some new niche opportunities.Parting words “I really enjoyed the conversation. It was a lot of fun.”Jeff Sarti [spp-transcript] Connect with Jeff Sarti

¿Cómo se construye una empresa biotecnológica de impacto global desde Argentina? ¿Qué pasa con las enfermedades que no interesan al mercado? ¿Y cómo se hace investigación puntera con recursos limitados?En este episodio hablamos con Linus Spatz, cofundador de Inmunova, una startup argentina nacida de la investigación básica que ha desarrollado un tratamiento innovador para el síndrome urémico hemolítico, una enfermedad pediátrica grave y desatendida.Conversamos sobre: Las dificultades (y fortalezas) de hacer ciencia desde Latinoamérica. Cómo se convierte una idea académica en una empresa con ensayos clínicos en Europa. Qué tipo de alianzas, modelos de negocio y estrategias hacen falta para llegar a fase 3 clínica desde el sur del mundo.Temas destacados El recorrido personal de Linus desde la biología básica hasta la biotecnología aplicada. El nacimiento de Inmunova y su evolución como startup más que como spin-off. Cómo se desarrolló la plataforma de presentación de antígenos que dio origen al tratamiento. La historia del desarrollo de un suero inmunológico contra el COVID-19 en plena pandemia. La complejidad y los desafíos regulatorios de los ensayos clínicos en enfermedades raras. El papel clave de los inversores con conocimiento científico (como el Grupo Insud). Reflexiones sobre el ecosistema emprendedor actual comparado con el de principios de los 2000.Frases clave “Quería quedarme en Argentina, criar a mis hijos aquí y aportar desde la ciencia.” “Hay que tener resiliencia: no todas las historias felices lo son desde el principio.” “Las patentes no son solo protección, también son seguridad para los inversores.” “Hoy hay un ecosistema emprendedor mucho más preparado en Latinoamérica.” “Hacer ciencia también es dudar de uno mismo cada día.”Recomendaciones del invitado El cisne negro y Antifrágil, de Nassim Taleb Engañados por el azar, también de Taleb Armas, gérmenes y acero, de Jared Diamond Obras de Daniel Kahneman sobre psicología y economía Libros de Yuval Noah HarariEnlaces y recursos

It's time to address the age-old question: Do children make us happy? Backed by powerful research and personal stories, Kylie and Justin explore the paradox of parenting—how our kids can simultaneously be our greatest joy and our biggest challenge. Featuring insights from happiness researchers like Daniel Kahneman, Paul Bloom, and Roy Baumeister, the conversation moves from exhaustion and conflict to purpose, meaning, and unconditional love. KEY POINTS: Research shows that parenting often decreases happiness and marital satisfaction, especially in the early years. Daniel Kahneman's study revealed mothers find time with kids less enjoyable than activities like watching TV or shopping—particularly during stressful mornings and evenings. Despite the challenges, most parents say they don't regret having children—why? Cultural and policy differences influence parental happiness across countries. Parenting isn’t primarily about happiness—it's about purpose, meaning, and deep emotional connection. The hardest parts of parenting often give rise to the most profound moments of growth and joy. QUOTE OF THE EPISODE: "If the loss of a child would be total annihilation, then having a child—healthy, happy, and sound—must be annihilation’s opposite, which sounds pretty terrific." – Paul Bloom RESOURCES MENTIONED: The Parenting Revolution by Dr. Justin Coulson All Joy and No Fun by Jennifer Senior The Sweet Spot by Paul Bloom Meanings of Life by Roy Baumeister Daniel Kahneman’s research on parental enjoyment Columbia University studies by Sara McLanahan ACTION STEPS FOR PARENTS: Redefine Happiness: Shift your focus from momentary happiness to long-term meaning and connection. Embrace the Mess: Recognise that hard days are part of the growth—yours and your child’s. Prioritise Connection: In the chaos, seek small moments of intimacy and presence. Protect Your Partnership: Align as a couple around shared parenting values; the child isn’t the problem—misalignment often is. Find Support: Advocate for better policy and community support—or build your village where you can. See omnystudio.com/listener for privacy information.

Josh Monday Christian and Conspiracy Podcast Ep. 257If you want to support the ministry: patreon.com/JoshMondayChristianandConspiracyPodcastJoin the Patreon here: Linktree: https://linktr.ee/Joshmonday_podcastIf you want to donate to the Ministry or Buy the Mug Here is our CashAPP:https://cash.app/$JoshmondaymusicNew affiliate: https://wsteif.com/ Sign up for Gold and Silver 7Kmetals: https://www.cocsilver.com/Flat Earth Books by Sakal Publishing Affiliate Link: https://booksonline.club/booksonlinecYoutube: ⁠ @joshmondaymusicandpodcast ⁠ Tips for the show to Support our Ministry: https://www.buymeacoffee.com/joshmondayCoffee Mug Is Available email me your mailing address Joshmonday⁠@rocketmail.com ⁠ Please subscribe to our Spotify and You Tube Channel Joshmondaymusic and Podcast and help us grow so we can keep on spreading the good news.To all of our current and future subscribers thank you for your time, we appreciate you. Please do us a favor subscribe to our You Tube Channel, hit that bell, share, like and comment below on our You tube. Please leave us a 5-Star review on Apple and Spotify.Check out my new show Sunday Service and Wednesday Brought to you by Cult of Conspiracy Podcast. On Cult of Conspiracy Spotify, Patreon and Apple Podcast Channel.Join the study as I go deep into the Bible. Faith cometh by hearing and hearing by the Word of God. Romans 10:17.Mark Gober is the author of the “Upside Down” series of seven books—spanning the topics of consciousness, politics, economics, UFOs, medicine, cosmology, and more. His first book, “An End to Upside Down Thinking” (2018), won the IPPY award for best science book of the year and was endorsed by researchers with affiliations at Harvard, Princeton, UVA, and UCSF (among others). He then wrote “An End to Upside Down Living” (2020), “An End to Upside Down Liberty” (2021), “An End to Upside Down Contact” (2022), “An End to the Upside Down Reset” (2023), “An End to Upside Down Medicine” (2023); and “An End to the Upside Down Cosmos” (2024). Mark is also the host of the 8-episode podcast series “Where Is My Mind?”, released in 2019, which explores the scientific evidence for telepathy, the afterlife, and more. Additionally, since 2019, he has served on the board of the Institute of Noetic Sciences. Previously, Mark was a partner at Sherpa Technology Group in Silicon Valley and worked as an investment banking analyst with UBS in New York. He has been named one of IAM's Strategy 300: The World's Leading Intellectual Property Strategists. Mark graduated magna cum laude from Princeton University, where he wrote an award-winning thesis on Daniel Kahneman's Nobel Prize–winning “Prospect Theory” and was elected a captain of Princeton's Division I tennis team.Mark Gobers Website: Mark Gober - Speaker, Author, Podcast HostBecome a supporter of this podcast: https://www.spreaker.com/podcast/josh-monday-christian-and-conspiracy-podcast--6611118/support.

A Simple Technique to Make Meetings More Enjoyable - Mike CohnEvery time I went to the dentist as a little kid, my dentist gave me a small toy after my treatment.And back then my parents' house was near Disneyland. From our backyard we'd see the nightly fireworks. Disneyland always saved the most spectacular display for the finale.My dentist and Disneyland were making use of what later became known as the peak-end rule. This rule says that we judge and recall experiences based on how we felt at the peak and at the end.My dentist was giving me a more favorable impression by giving me the toy at the end. If he'd given me a toy at the start, it would not have had the same impact.Disney was going for the double-whammy of placing the peak experience at the end.Studies conducted by Daniel Kahneman (author of Thinking Fast and Slow) and others have shown that we consider unpleasant experiences better if they end on an up note. The end doesn't have to be great; it just has to be better than what preceded it.Meetings are an unpleasant experience for many of us. But we can improve how team members feel about meetings by changing how we end them.I plan to try this next week. Our weekly meeting begins with anyone sharing good news, whether professional or personal. This week a coworker is celebrating a professional achievement; next week is another's last before taking maternity leave.This simple sharing of good news is the highlight of the meeting for me. All the discussion about the work we each plan to undertake for the week is vital, but I enjoy hearing good news from coworkers.Back in the day, we put this at the start of each week's agenda because we reasoned it would be nice to start on a positive note. Do you predict we'll be better served by sharing good news at the end?Improving the end of a meeting won't change the outcome of the meeting or the discussions within the meeting. It should, however, improve how people feel about the meeting.Making meetings more enjoyable (or at least less unpleasant) will help a team succeed with agileHow to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

turma, no episódio de hoje falamos sobre como decisões financeiras são moldadas pela emoções, com base nas ciências comportamentais e nos estudos de Daniel Kahneman e Richard Thaler. falamos também sobre o efeito posse, ancoragens mentais, o tabu de falar sobre finanças e mais! só dar playreferências citadas no episódio:→ Hal Hershfield - https://www.halhershfield.com/→ Episódio Oferta - https://open.spotify.com/episode/1oBmBTeKuDQCuP1UxBTwrG?si=9hjofGHdRJGjaAQ-uFw8iQ→ A lista de espera para Nossa Formação 2026 está aberta, todas as informações estão aqui: https://www.nossa.cc/formacao

In this episode of Nurturing Financial Freedom, we shift focus from the hard numbers and take a deep dive into the psychological side of investing. Specifically, we explore loss aversion—the human tendency to feel the pain of financial loss more intensely than the pleasure of gains. As we've all seen in our work and our own portfolios, emotional reactions to market swings can often lead to irrational decisions. That's where understanding behavioral finance becomes a powerful tool in making smarter financial choices.We start with Ed breaking down the origins of loss aversion, rooted in the research of Kahneman and Tversky. Their work in the 1970s, which led to the development of prospect theory, shows that the average person perceives a $100,000 loss as twice as painful as a $100,000 gain is pleasurable. This cognitive imbalance causes two major pitfalls: people either avoid risk entirely and park money in cash—letting inflation erode value—or they panic-sell during downturns and miss out on rebounds, effectively locking in their losses.Ed walks us through real examples, including the volatility of April 2024, the pandemic crash of 2020, and the 2008 recession. He explains how our amygdala, hardwired to detect threats, doesn't differentiate between a market dip and a life-or-death situation, making our emotional reactions feel justified—even when they're counterproductive.Alex builds on this by offering techniques to manage this psychological bias. First, we need to build a financial plan with a properly diversified portfolio aligned to our specific timeline and goals. He emphasizes reframing our perspective—looking at a portfolio not as a cash balance but as ownership in companies that will likely be around for decades. He shares the analogy of home values: we don't sell our house when its Zestimate dips; likewise, we shouldn't rush to sell stocks when they temporarily fall.Other actionable strategies include pre-committing to actions like rebalancing during downturns, increasing contributions when prices are low, and resisting the urge to act impulsively. He underscores the power of long-term thinking—"expand the graph"—to see that every crash looks like a blip over decades. And finally, he recommends examining past mistakes. Nothing hits home more than seeing the dollars lost from a past panic sale.We close by reaffirming that while we can't guarantee outcomes, we can plan for volatility. The market is emotional in the short term but logical in the long term. With the right mindset and tools, we can better navigate the emotional terrain of investing and avoid letting fear dictate our strategy.Books Mentioned:Thinking Fast and Slow: https://www.amazon.com/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555The Undoing Project: A Friendship That Changed Our Minds: https://www.amazon.com/Undoing-Project-Friendship-Changed-Minds/dp/0393354776 You can always email Alex and Ed at info@birchrunfinancial.com or give them a call at 484-395-2190.Or visit them on the web at https://www.birchrunfinancial.com/Alex and Ed's Book: Mastering The Money Mind: https://www.amazon.com/Mastering-Money-Mind-Thinking-Personal/dp/1544530536 Any opinions are those of Ed Lambert Alex Cabot, and Jon Gay and not necessarily those of RJFS or Raymond James. The information contained in this report does not purport to be a complete description of the securities, markets, or developments referred to in this material. There is no assurance any of the trends mentioned will continue or forecasts will occur. The information has been obtained from sources considered to be reliable, but Raymond James does not guarantee that the foregoing material is accurate or complete. Any information is not a complete summary or statement of all available data necessary for making an investment decision and does not constitute a recommendation. The examples throughout this material are for illustrative purposes only. Raymond James does not provide tax or legal services. Please discuss these matters with the appropriate professional. Diversification and asset allocation do not ensure a profit or protect against a loss. Past performance is not indicative of future returns. CDs are insured by the FDIC and offer a fixed rate of return, whereas the return and principal value of investment securities fluctuate with changes in market conditions. The S&P 500 is an unmanaged index of 500 widely held stocks that is generally considered representative of the U.S. Stock Market. Keep in mind that individuals cannot invest directly in any index, and index performance does not include transaction costs or other fees, which will affect actual investment performance. Individual investor's results will vary. This information is not intended as a solicitation or an offer to buy or sell any security referred to herein. Future investment performance cannot be guaranteed, investment yields will fluctuate with market conditions. International investing involves special risks, including currency fluctuations, differing financial accounting standards, and possible political and economic volatility. There is an inverse relationship between interest rate movements and bond prices. Generally, when interest rates rise, bond prices fall and when interest rates fall, bond prices generally rise. Investing in small cap stocks generally involves greater risks, and therefore, may not be appropriate for every investor. The prices of small company stocks may be subject to more volatility than those of large company stocks. Securities offered through Raymond James Financial Services, Inc. Member FINRA/SIPC. Investment advisory services offered through Raymond James Financial Services Advisors, Inc. Birch Run Financial is not a registered broker/dealer and is independent of Raymond James Financial Services. Birch Run Financial is located at 595 E Swedesford Rd, Ste 360, Wayne PA 19087 and can be reached at 484-395-2190. Any rating is not intended to be an endorsement, or any way indicative of the advisors' abilities to provide investment advice or management. This podcast is intended for informational purposes only.Links are being provided for information purposes only. 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Dans ce nouvel épisode, nous plongeons ensemble dans l'univers des biais cognitifs en formation professionnelle. Nous explorons trois biais clés : le biais de confirmation, l'effet Dunning-Kruger et le biais de statu quo. À travers anecdotes, exemples concrets et stratégies d'atténuation, nous illustrons comment ces biais influencent nos décisions et comportements, que ce soit en formation ou dans nos pratiques professionnelles. Un épisode riche en réflexions, en astuces pratiques et en éclats de rire.Nous avons évoquéLes biais cognitifs : introduction générale, avec mention du système 1 et système 2 de Daniel Kahneman et référence à Thinking, Fast and Slow.La recherche de Christiane Caneva sur le rôle des directions dans l'intégration du numérique dans les écoles suisses.Le codex des biais cognitifs : grande roue recensant plus de 250 biais, triés par catégories (sensorimoteur, attentionnel, mnésique, etc.).L'effet Ikea : référence à l'épisode 35 de CQLP (23 octobre 2023), qui explore ce biais donnant plus de valeur aux choses que nous construisons nous-mêmes.L'outil Perplexity : évoqué pour illustrer comment l'intelligence artificielle peut renforcer le biais de confirmation en fournissant des réponses biaisées.Nos recommandationsNicolas : Lecture du magazine Usbek & Rica (renommé récemment Futur), pour une plongée dans les futurs possibles, les innovations et leurs impacts sociétaux.Lionel : Participer au festival de webinaires “L&D Next” organisé par 360Learning du 2 au 5 juin, abordant les compétences, l'IA et le futur de la formation.Jérôme : Découvrir la bande dessinée Chief Bullshit Officer pour un regard humoristique et critique sur les absurdités du monde de l'entreprise et de la formation.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

We talk with Luke Beno, an engineer and founder of Tundra Labs, who created one of the most advanced VR tracking tools ever to hit Kickstarter. What started as an internal tool to fix gaps in Valve's system turned into the Tundra Tracker — a compact, modular device that raised over $1.3 million from passionate backers. You'll learn: Why community demand fueled the tracker's rapid evolution The risks and rewards of relying on viral momentum How they approached stretch goals and fulfillment What he wishes he did differently during the campaign If you're building a high-tech product or launching to a niche audience, this episode is packed with insight. Resources and Tools Mentioned: Book a coaching call Subscribe for Weekly Crowdfunding Tips Fulfillrite: Kickstarter and crowdfunding reward fulfillment services. They come highly recommended! Download their free shipping and fulfillment checklist The 67 Day Rule bookasa FREE Kickstarter Course Tundra Tracker on Kickstarter Tundra Labs Thinking, Fast and Slow book by Daniel Kahneman

Susan Magsamen makes her life at the frontier: the frontier of neuroscience, of institutional change, of the intersection of art and science. Her's is a life full of wisdom for how to live amongst mystery and befriend complexity.Origins Podcast WebsiteFlourishing Commons NewsletterShow Notes:spontaneous "you are my sunshine" (02:00)T. S. Eliot (08:00)implementation science (08:40)therapeutic recreation (11:00)Trabian Shorters and asset framing (15:00)Daniel Kahneman (16:00)neuroplasticity (22:30)Howard Gardner and Kurt Fisher and Mind, Brain, and Education Program at Harvard (26:15)Karl Alexander (27:30)Curiosity Kits (28:30)NeuroArts (32:00)Gileadby Marilynne Robinson (36:00)more than scientific knowledge (38:00)"Social Support and the Perception of Geographical Slant" (45:00)Resmaa Menakem (46:30)NeuroArts Blueprint Initiative (46:40)"Cirque du Soleil and the neuroscience of awe" on Vox (47:40)Global Watering Hole (51:30)Renée Fleming Neuroarts Investigator Awards (52:30)Rachel Naomi Remen (56:30)Lightning Round (01:03:00)Book: Silent Spring by Rachel CarsonPassion: horseback ridingHeart sing: grandchildrenScrewed up: articulation in these timesFind Susan online:International Arts + Mind LabLogo artwork by Cristina GonzalezMusic by swelo on all streaming platforms or @swelomusic on social media

Schneider Electric Canada's President, Emily Heitman, discusses technology, sustainability and energy efficiency with host Francis Bradley. They talk about the challenges to the sector, including fragmented policies and aging infrastructure, as well as solutions including digital tools for energy management and reporting, and incentives for green investments. Emily emphasizes the importance of balancing sustainability with profitability, and the need for modernizing supply chains in a time of geopolitical uncertainty. The conversation closes with Emily's recommendation for an addition to the Flux Capacitor Book Club.Links:Schneider Electric CanadaEmily Heitman at Schneider ElectricEmily Heitman on LinkedInBook recommendations:Thinking, Fast and Slow, by Daniel Kahneman.: https://www.goodreads.com/book/show/11468377-thinking-fast-and-slow

Last week, we recirculated one of my favorite episodes in the entire archive, our May 2022 lunch debate on risk, bias and decision-making with Nobel Prize Winner Danny Kahneman, World Series of Poker champion Annie Duke, legendary investment strategist Michael Maubaussin of Morgan Stanley's Counterpoint Global, and our own founding managing partner Josh Wolfe. In last week's episode, the group discussed the value of premortems, the possibility or impossibility of humans changing their minds and dissonance reduction.Now we turn to the second half of their conversation as they look at the illusions and amplifications of optimism, overconfidence, and whether hot hands exist in real life.

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Join me for an illuminating discussion with Colonel Matt Kopp, a U.S. Army FAO. We explore Colonel Kopp's beginning as a 48B, focusing on pivotal partnerships in Latin America, particularly during the final phases of Colombia's Civil War. Colonel Kopp shares insights into his transition to a 48J, concentrating on Sub-Saharan Africa, and the critical need to understand and respond to the human and institutional complexities in these regions. The conversation includes discussions on his operational challenges, such as managing high-profile visits and interagency coordination, and the role of psychology and sociology in his duties. We also touch upon his work with the Army Foreign Area Officer Association, focusing on mentorship, fostering academic discourse, and preparing FAOs for influential second careers.   Books Discussed Thinking, Fast and Slow, by Daniel Kahneman https://a.co/d/fNUHTUn  Neither Devil Nor Child: How Western Attitudes Are Harming Africa, by Tom Young https://a.co/d/9yv70Z8  On the Psychology of Military Incompetence, by Norman F. Dixon https://a.co/d/4nkJNIt    00:00 Introduction and Disclaimers 00:42 Meet Colonel Matt Kopp 01:01 Career Choices and Transitions 02:22 Experiences in Sub-Saharan Africa 03:39 Challenges and Responsibilities at HRC 08:23 PhD Journey and Research 15:36 Transition to Africa FAO 23:02 Building Relationships and Team Dynamics 31:07 Insights on Leadership and Collaboration 43:46 Psychological Factors and Broader Perspectives 48:18 Understanding Heuristics in International Relations 50:28 Managing High Operational Tempo in Kenya 51:00 Military Operations and Planning in Diplomatic Missions 56:26 Lessons from Secret Service and VIP Visits 01:04:04 Transition to Army Service Component Commands 01:13:01 Experiences in Latin America and SOUTHCOM 01:26:32 The Role of the Army Foreign Area Officer Association 01:33:31 Final Thoughts and Recommendations

Ce moment est un extrait de l'épisode d'Olivier Sibony sur la prise de décision et sur les biais.Olivier a écrit son livre avec le psychologue prix Nobel en économie Daniel Kahneman et dans ce moment nous traitons spécifiquement de l'intuition.Dans cet épisode, nous parlons de ces fameuses décisions « prises avec les tripes » : faut-il leur faire confiance ? J'ai questionné Olivier sur la manière dont nos jugements intuitifs se forment, notamment dans des contextes critiques comme le recrutement ou même les choix personnels, comme celui de se marier.Il m'a partagé une anecdote fascinante sur les méthodes d'évaluation dans l'armée israélienne et comment une intuition bien placée — mais tardive — peut enrichir une analyse rigoureuse. Nous avons aussi discuté des limites de l'intuition dans les relations amoureuses et de la manière dont la croyance dans le coup de foudre influence notre engagement. Un épisode essentiel pour mieux comprendre comment notre cerveau décide, souvent malgré nous.5 citations marquantes« L'intuition, on n'est pas prêt à s'en passer. »« Ce n'est pas l'intuition quand je regarde le candidat sortir de l'ascenseur, c'est quand je l'ai évalué pendant une heure et demie. »« Même quand on sait que l'intuition ne marche pas, on continue de s'y fier. »« L'intuition n'est pas à supprimer, elle est à remettre à plus tard. »« Ce n'est pas choisir la bonne personne, c'est faire en sorte que ça marche. »10 questions structurées Quelle place l'intuition a-t-elle dans le jugement ?Pourquoi continue-t-on à faire confiance à notre intuition malgré les preuves ?Que révèle le fait qu'on s'appuie encore sur l'intuition en recrutement ?Comment concilier intuition et rigueur analytique ?À quel moment l'intuition devient-elle utile dans le processus décisionnel ?Peux-tu nous raconter l'expérience menée dans l'armée israélienne ?Pourquoi le jugement intuitif post-analyse est-il plus efficace ?L'intuition fonctionne-t-elle dans les grandes décisions personnelles ?Devrait-on appliquer une grille analytique à la décision de se marier ?Est-ce que les relations issues des apps fonctionnent mieux que la moyenne ?Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Lina Samper es una psicóloga y diseñadora colombiana. En esta charla Lina nos cuenta como enseña creatividad y sobre un proyecto relacionado a los implantes de las mujeres. Hablamos de cómo se puede diseñar un servicio legal para acompañar a las mujeres durante un momento difícil, y de un servicio financiero para campesinos. Nos recordó que hay que tener en cuenta el aspecto emocional y la relación con el cuerpo al diseñar. Esta entrevista es parte de las listas: Acceso a la justicia, Diseño feminista, Diseño con perspectiva de género, Colombia y diseño, Salud y diseño, Creatividad, Educación en diseño y diseño de servicios. Este es el 8vo episodio de esta serie sobre Creatividad, porque la 1ra parte de esta serie la publicamos el año pasado. No todos les que nos dedicamos al diseño ponemos especial atención en la creatividad, pero les que entrevisto en esta serie, si. Estas personas se dedican al tema, y lo desarrollan como parte de su práctica. Esta serie tiene 6 episodios desde Colombia, Chile, México, España y Francia. Lina nos recomienda: El camino del artista de Julia Camerón. Attached de Amir Levin y Rather Heller. Lost connection. de Johann HariPensar rápido y pensar despacio de  Daniel Kahneman, Humberto Solórzano, y otros.

When strategy feels like a moving target, how do you hold fast to what really matters?In today's episode, Ori Carmel shares how to hold fast to your true mission when everything feels uncertain, and how our quick decisions might be holding us back.

Solo sobreviven los negocios honestos. No lo compliques, no busques complejas estratagemas, no te comas la cabeza. Obsesiónate en el producto y los clientes llegarán luego. Si hay alguna función en esto del marketing es la de reforzar un producto bueno, el marketing nunca construye una idea, solo te la recuerda. Raul Gil trabaja desde hace muchos años en Prysmian, una multinacional en el sector de los cables. Me gusta su lema: Try life without us. Primero un buen producto y luego el resto.Kapital es posible gracias a sus colaboradores:⁠⁠La casa ESE⁠⁠. ¿Cómo quieres vivir?⁠⁠Ya lleváis viendo nuestra promo un mes y se va notando el interés en la comunidad de Kapital por este tipo de proyectos. Si en un principio hemos puesto foco en Madrid es porque creemos que es el residencial más ESE, pero también tenemos ya en proceso en Cantabria y Comunidad Valenciana y vendrán más (como amenaza velada). Para aquellos que paséis o hayáis pasado con interés por mapadecasas.com, mirad en vuestra bandeja de spam porque la info que adjuntamos se va ahí algunas veces desgraciadamente. Y si no os va tanto el tema conjunto residencial, y tenéis o buscáis parcela para haceros una casita eficiente y acogedora, también nos tenéis en lacasaese.com dando respuesta a aquellos que no se quieren complicar la vida.UTAMED⁠. La universidad online del siglo XXI.UTAMED, la universidad oficial y online de la Fundación Unicaja, nace para romper las barreras que durante décadas han limitado el acceso a la educación y la cultura. Con exámenes 100 % online y financiación sin intereses, ofrecemos una formación accesible, flexible y comprometida con el presente. Porque hoy ya no basta con obtener un título: en UTAMED te preparamos para trabajar desde el primer año. Lo hacemos junto a la empresa, adaptando los contenidos académicos a sus demandas reales, para que nuestros estudiantes adquieran las competencias más valoradas en el mercado laboral. Por ser oyente de este podcast, tienes un descuento del 30% en todo el catálogo de grados y másteres, oficiales y propios.Patrocina Kapital. Toda la información en este link.Índice:2:25 Un Ferrari y un Dacia.8:05 Lo que uno es, lo que uno tiene y lo que uno representa.18:42 Suerte en oportunidades tempranas.28:15 Modelos económicos en B2B.31:24 Try life without us.35:48 Los retos en la industria europea.45:17 Francia es el mejor país del mundo.59:42 Inesperado optimismo en Houellebecq.1:07:12 Miedo corporativo al cambio.1:20:38 No se puede mentir en LinkedIn.1:32:15 Egoísmo como fuente de mejora.1:50:06 La empresa explicada desde los costes de transacción.2:01:16 Una fascinante historia sobre los cables submarinos.2:10:36 El búho en el podcast con Mónica.2:17:09 La propuesta de Lomborg para frenar el cambio climático: crecimiento económico.2:22:08 Trabajar la empatía con Grossman.Apuntes:El mundo como voluntad y representación. Arthur Schopenhauer.Aforismos sobre el arte de vivir. Arthur Schopenhauer.Momentos estelares de la humanidad. Stefan Zweig.El viento se levanta. Hayao Miyazaki.Aniquilación. Michel Houellebecq.Plataforma. Michel Houellebecq.Las partículas elementales. Michel Houellebecq.Why beauty matters. Roger Scruton.Fundación. Isaac AsimovEl fin de la eternidad. Isaac Asimov.Pensar rápido, pensar despacio. Daniel Kahneman.El manantial. Ayn Rand.The nature of the firm. Ronald Coase.Cómo evitar un desastre climático. Bill Gates.The skeptical environmentalist. Bjørn Lomborg.Vida y destino. Vasily Grossman.

This is a big week for us, since we officially re-launched the newsletter on our gorgeous new web address Riskgaming.com, which we are now hosting on Substack. You'll find all of our archives there, as well as much easier tools to manage your subscription to our Dispatches, Event Announcements, our edited Interviews and after almost a decade, Lux Recommends.We've had thousands of new people subscribe and follow us over the past two years, and so I figured this re-launch week was also an opportune time to recirculate one of my absolute favorite episodes of the podcast from three years ago in May 2022. Daniel Kahneman, alongside his long-time research partner Amos Tversky, pioneered the field now broadly known as decision science, exploring the economics, incentives, tradeoffs and psychologies of humans making judgments in moments of uncertainty. Tversky would pass away in 1996, and Kahneman would win the 2002 Nobel Prize in Economics for much of the work they partnered together on.In the months after our recording, Kahneman made an extraordinary decision under uncertainty of his own. Concerned about his future risk for dementia, he decided to travel to Switzerland at the age of 90 to pass away through assisted suicide. It was an astonishing final decision by the master of decision-making, and he conducted his final act in secrecy before it was revealed in The Wall Street Journal in a column by Jason Zweig last month.I had the opportunity to host Kahneman alongside World Series of Poker champion Annie Duke, legendary investment strategist Michael Maubaussin of Morgan Stanley's Counterpoint Global and our own founding managing partner Josh Wolfe for a lunch debate on the current research and trends underpinning risk, bias and decision-making. We merged our four part original series down to two parts. This week, we cover the ideas of pre-mortem as well as dissonance reduction and what circumstances lead people to changing their minds at all.

The careers of many CEOs are built on overconfidence and a few lucky breaks. But to be a successful leader, Daniel Kahneman suggests maintaining a healthy suspicion of your own intuition. The Nobel-prize-winning behavioural scientist prescribes a “structured process” for making the right decisions.Boss Class season one is free for a limited time. Season two will appear weekly starting May 12th. To hear new episodes, subscribe to Economist Podcasts+. https://subscribenow.economist.com/podcasts-plusIf you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

The careers of many CEOs are built on overconfidence and a few lucky breaks. But to be a successful leader, Daniel Kahneman suggests maintaining a healthy suspicion of your own intuition. The Nobel-prize-winning behavioural scientist prescribes a “structured process” for making the right decisions.Boss Class season one is free for a limited time. Season two will appear weekly starting May 12th. To hear new episodes, subscribe to Economist Podcasts+. https://subscribenow.economist.com/podcasts-plusIf you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account.

Jens Ludwig has an idea for how to fix America's gun violence problem — and it starts by rejecting conventional wisdom from both sides of the political aisle.  SOURCES:Jens Ludwig, professor of economics at the University of Chicago and director of the University of Chicago Crime Lab. RESOURCES:Unforgiving Places: The Unexpected Origins of American Gun Violence, by Jens Ludwig (2025)."Scope Challenges to Social Impact," by Monica Bhatt, Jonathan Guryan, Jens Ludwig, and Anuj Shah (National Bureau of Economic Research, 2021)."Citywide cluster randomized trial to restore blighted vacant land and its effects on violence, crime, and fear," by Charles Branas, Eugenia South, Michelle Kondo, Bernadette Hohl, Philippe Bourgois, Douglas Wiebe, and John MacDonald (Proceedings of the National Academy of Sciences, 2018)."Thinking, Fast and Slow? Some Field Experiments to Reduce Crime and Dropout in Chicago," by Sara Heller, Anuj Shah, Jonathan Guryan, Jens Ludwig, Sendhil Mullainathan, and Harold Pollack (Quarterly Journal of Economics, 2016).Thinking, Fast and Slow, by Daniel Kahneman (2013)."Homicide and Suicide Rates Associated With Implementation of the Brady Handgun Violence Prevention Act," by Jens Ludwig and Philip Cook (Journal of the American Medical Association, 2000).The Death and Life of Great American Cities, by Jane Jacobs (1992).The University of Chicago Crime Lab."Becoming a Man" (University of Chicago Crime Lab). EXTRAS:"Do the Police Have a Management Problem?" by Freakonomics Radio (2023)."From prison to Ph.D, this activist fights for peace in Chicago," by Kenya Downs (PBS News, 2016).

Glenn dismantles the Washington Post's wild claim that Trump's Oval Office renovations echo a “Sun King” dictatorship. Former U.S. Army Special Forces Sniper Tim Kennedy joins Glenn to tackle the veteran suicide crisis and the war on purpose, while blasting both Democrats and Republicans for sabotaging Trump and betraying allies like Tulsi Gabbard and Kash Patel. Glenn and Stu debate Daniel Kahneman's assisted suicide at age 90. Learn more about your ad choices. Visit megaphone.fm/adchoices

Glenn dismantles the Washington Post's wild claim that Trump's Oval Office renovations echo a “Sun King” dictatorship. Former U.S. Army Special Forces Sniper Tim Kennedy joins Glenn to tackle the veteran suicide crisis and the war on purpose, while blasting both Democrats and Republicans for sabotaging Trump and betraying allies like Tulsi Gabbard and Kash Patel. Kennedy makes the case that there's a looming Christian genocide in many regions of the Middle East. Glenn urges Washington state residents to flee over alarming new laws, including forced medical treatments during emergencies, Tesla profit-grabs, and pardons for convicted illegal aliens. Glenn and Stu debate Daniel Kahneman's assisted suicide at age 90. They also discuss corrupt judges shielding illegal aliens, Mike Lee's “judicial insurrection" claim, and Stacey Abrams' possible third run for Georgia governor despite a shady $2 billion Biden-linked grant. Learn more about your ad choices. Visit megaphone.fm/adchoices

Jesus tells us, “Don't let your heart be troubled,” and that message still hits hard today. We're invited to assess the peace in our hearts and the hopes we're holding onto—are they big enough, true enough, real enough? There's humor in a fake inheritance letter and a deep reflection on the life of Daniel Kahneman, but it all leads to this: real hope isn't found in money or even in philosophical strength—it's found in the resurrection. Jesus doesn't promise immortality of the soul like the Greeks did; he promises resurrection, real life after death, because he lives. So don't fake hope, and don't give up—just get back on the ladder, like Michelangelo, and trust that the hunger for hope exists because hope is real.Join the conversation in our FB Group: https://www.facebook.com/share/g/1CnqywVp9s/Become New is here to help you grow spiritually one day at a time.John's new book STEPS is out! Check it out here: https://becomenew.com/steps/Want to work the steps with a friend or small group? Visit: DoTheSteps.com

Today's story: In this episode, you'll hear updates from several recent Plain English stories. Daniel Kahneman, who wrote the book "Thinking, Fast and Slow" died at age 90. What wasn't reported at the time: he went to Switzerland to end his own life. Plus, the movie "Rust" is coming out after the fatal gun accident on set. Standardized tests are making a comeback.Transcript & Exercises: https://plainenglish.com/769Full lesson: https://plainenglish.com/769 --Upgrade all your skills in English: Plain English is the best current-events podcast for learning English.You might be learning English to improve your career, enjoy music and movies, connect with family abroad, or even prepare for an international move. Whatever your reason, we'll help you achieve your goals in English.How it works: Listen to a new story every Monday and Thursday. They're all about current events, trending topics, and what's going on in the world. Get exposure to new words and ideas that you otherwise might not have heard in English.The audio moves at a speed that's right for intermediate English learners: just a little slower than full native speed. You'll improve your English listening, learn new words, and have fun thinking in English.--Did you like this episode? You'll love the full Plain English experience. Join today and unlock the fast (native-speed) version of this episode, translations in the transcripts, how-to video lessons, live conversation calls, and more. Tap/click: PlainEnglish.com/joinHere's where else you can find us: Instagram | YouTube | WhatsApp | EmailMentioned in this episode:Hard words? No problemNever be confused by difficult words in Plain English again! See translations of the hardest words and phrases from English to your language. Each episode transcript includes built-in translations into Spanish, Portuguese, Chinese, German, French, Italian, Japanese, Polish, and Turkish. Sign up for a free 14-day trial at PlainEnglish.com

Nobel Laureate psychologist, Daniel Kahneman, was a pioneer of behavioural economics and among the most influential thinkers of recent decades. Professor Pete Lunn, head of the ESRI's Behavioural Research Unit, profiled Kahneman for The Brendan O'Connor Show.

This is the fourth and final episode of our mini-series on Daniel Kahneman's Thinking Fast and Slow. In it, we focus on his insights into human behavior and how we can apply them to aviation. We'll discuss anchoring and "the possibility effect" — how we undervalue likely outcomes while overvaluing unlikely ones.

Arthur C. Brooks is an author and academic, he has written 13 books and is a columnist for the Atlantic with 'How to Build a Life'Arthur leads this discussion exploring the concept of happiness from interdisciplinary perspectives, bridging philosophy, neuroscience, and behavioural science. Happiness is defined through the components of enjoyment, satisfaction, and meaning. Arthur address the dilemma of constantly chasing goals and the paradox of the hedonic treadmill.Read Arthur's column in the Atlantic: How to Build a Life Read 'There's a Lesson to Learn from Daniel Kahneman's Death' in the New York TimesKeep up to date with Peter on SubstackKeep up to date with Kasia!Executive Producer: Rachel BarrettThanks to our volunteer researchers Hendrik Dahlmeier and Mihika ChechiAnd special thanks to Suzi Jamil Hosted on Acast. See acast.com/privacy for more information.

What if the best life advice didn't come in a long-winded lecture—but in one short sentence that actually sticks?In this episode, Gretchen Rubin—New York Times bestselling author of The Happiness Project and Secrets of Adulthood—shares the bold, memorable truths that can shift how we show up every day. From reframing procrastination to recognizing how our senses shape our gratitude, Gretchen breaks down big ideas in a way that's instantly usable.We also dive into her Four Tendencies framework (you'll want to take the quiz!) and how to stop hiding behind busyness and start living with more clarity, intention, and joy.This isn't a to-do list—it's a mindset shift. And it starts with one simple phrase:“The bird, the bee, and the bat all fly—but they use different kinds of wings.”Let's figure out your wings—and fly your way. Thrive Global Article:Gretchen Rubin Reveals Her Secrets of AdulthoodAbout Our Guest:Gretchen Rubin is one of today's most influential and thought-provoking observers of happiness and human nature. She's known for her ability to convey complex ideas—from science to literature to stories from her own life—with levity and clarity.She's the author of many bestselling books, such as The Happiness Project, Better Than Before, and The Four Tendencies, which have sold millions of copies in more than thirty languages. Her most recent book is Life in Five Senses.She's also host of the popular podcast, Happier with Gretchen Rubin, and founder of award-winning Happier app, which helps people track their happiness-boosting habits.Gretchen Rubin has been interviewed by Oprah, eaten dinner with Nobel Prize-winner Daniel Kahneman, walked arm-in-arm with the Dalai Lama, had her work reported on in a medical journal, been written up in the New Yorker, and been an answer on Jeopardy! After starting her career in law, she realized she wanted to be a writer while she was clerking for Supreme Court Justice Sandra Day O'Connor. Raised in Kansas City, she lives in New York City with her family.About Lainie:Lainie Rowell is a bestselling author, award-winning educator, and TEDx speaker. She is dedicated to human flourishing, focusing on community building, emotional intelligence, and honoring what makes each of us unique and dynamic through learner-driven design. She earned her degree in psychology and went on to earn both a post-graduate credential and a master's degree in education. An international keynote speaker, Lainie has presented in 41 states as well as in dozens of countries across 4 continents. As a consultant, Lainie's client list ranges from Fortune 100 companies like Apple and Google to school districts and independent schools. Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠linktr.ee/lainierowell⁠⁠⁠⁠⁠⁠⁠⁠⁠.Website - ⁠LainieRowell.com⁠Instagram - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn - @LainieRowellTwitter - ⁠⁠⁠⁠⁠⁠⁠⁠@LainieRowell ⁠⁠⁠⁠⁠⁠⁠⁠Evolving with Gratitude, the book is available ⁠⁠⁠⁠⁠here!⁠⁠⁠⁠⁠⁠⁠ And now, Bold Gratitude: The Journal Designed for You and by You is available too!Both Evolving with Gratitude & Bold Gratitude have generous bulk pricing for purchasing 10+ copies delivered to the same location.

Ellen Wiebe is a physician who helps seriously ill patients end their lives in Canada, where assisted suicide is legal. Is death a human right? SOURCES: Ellen Wiebe, clinical professor of medicine at the University of British Columbia. RESOURCES: "The Last Decision by the World's Leading Thinker on Decisions," by Jason Zweig (The Wall Street Journal, 2025)."Most Americans Favor Legal Euthanasia," by Rachael Yi (Gallup, 2024).Canadian Association of MAID Assessors and Providers."Medical Assistance in Dying: Overview," (Government of Canada). EXTRAS: "Can Robots Get a Grip?" by People I (Mostly) Admire (2025)."Remembering Daniel Kahneman," by People I (Mostly) Admire (2024)."Does Death Have to Be a Death Sentence?" by People I (Mostly) Admire (2021).Thinking, Fast and Slow, by Daniel Kahneman (2011).

Tara Landes, GenX, has been the secret weapon hundreds ofsmall businesses leaders have used as they solve operational challenges for over 25 years. She is a certified change management practitioner from The Prosci Institute and a licensed influence trainer from The Cialdini Institute.She is also the lead faculty member for the Bellrock management training programs, which are unique in both methods and results. In this episode she brings her expertise in influencing others with grounded research and such enjoyable storytelling. She breaks down the psychology of influence using research-backed insights from Dr. Robert Cialdini, Daniel Kahneman, and Daniel Pink. Note: When we talk about influence in this episode, we mean ethical influence—using psychology to guide decisions responsibly, not manipulate. What You'll Learn in This Episode:0:00 Intro1:06 Influence & Persuasion 2:28 Influencers5:52 Robert Cialdini Book Overview7:08 Reciprocity12:15 Sales14:23 Liking17:04 Authority19:37 GenZ Cynicism20:40 Kahneman's System 1 and System 224:30 Consistency27:47 ScarcityQuotable Moments:*Influencers are using different aspects of the practice ofinfluence.”“The law of reciprocity states that if I give yousomething, you feel obligated to give me something back.”“There is power in making a concession.”“In my household if I have a way to make people say yes tome more often, my life is a little bit better….and their lives are a little bit better when get me to say yes.” “Before you do business with someone, build some rapport.” “When we're teaching about influence, we're teaching aboutusing it for good.”“Now is a difficult time for all sorts of things. It is hardto know who to trust. Our traditional go-to way of making decisions is really being upended.”“Most of what we do is on auto-pilot.”“Consistency is about having other people that you'reworking with agree to smaller things because they'll agree to something larger to be consistent…we like to feel internally consistent.”“Scarcity is when people want something they're afraidthey'll miss getting.”“It takes a really long time to find friends, so find yourpeople and stay in touch.” Three Episode Takeaways: 1.   Influence is broader and persuasion is narrower – Influence is what we do to nudge people along overtime. Persuasion is a subset of that where we're actually getting someone to take an action. Influencers use social proof and authority when we are uncertain about what to do.2.   The 7 common aspects of influence Dr. Cialdini found universal: reciprocity, liking, authority, consistency, scarcity, social proof and unity. Many times we don't realize how we're being influenced. 3.   41% of our day is spent selling what we're trying to accomplish. We also like to do business with people we like so figure out what we have in-common to connect.Upcoming Event:Next cohort begins in May.Registration is now open.https://bellrock.ca/our-training/management-training/  Episode Resource: Robert Cialdini's Book: Influencehttps://amazon.comDaniel Khaneman https://www.nobelprize.org/prizes/economic-sciences/2002/kahneman/biographical/ To Sell is Human, Daniel S. Pinkhttps://amazon.com Ep. 212 Understanding Ourselves Through Talk: A Conversation with Dr. Amanda Kenderes https://spotifycreators-web.app.link/e/dlIeLxU3uRb Eps. 110 & 111 The Power of Regret: From Regrets to Resiliencehttps://girltaketheleadpod.com/episode/111-more-about-daniel-pinks-the-power-of-regret-from-regrets-to-resilience How to reach Tara:www.bellrock.cahttps://www.linkedin.com/in/taralandes/ How to reach Yo:  Our website:www.girltaketheleadpod.com You can send a message or voicemail there. We'd love to hear from you! email:yo@yocanny.com FB group: https://www.facebook.com/groups/272025931481748/?ref=share IG:yocanny  YouTube LinkedIn:https://www.linkedin.com/in/yocanny/

This is the third part of our series exploring the work of psychologist Daniel Kahneman, and how it relates to aviation. In this episode, we're looking at cognitive ease and our tendency to mistake correlation for causation.

Javier Ruiz es gestor en Horos Asset Management, un fondo de inversión que sigue la metodología del value investing, que podría resumirse como comprar buenos productos a buenos precios. Entendí su filosofía cuando me contó la tesis del uranio. Los mercados presentan ineficiencias y los gestores activos intentan aprovecharse de ellas. Las oportunidades de arbitraje son incluso mayores con la popularidad reciente de la inversión pasiva. Javier detalla los aprendizajes en sus magníficas cartas trimestrales.Kapital es posible gracias a sus colaboradores:⁠⁠⁠La casa ESE⁠⁠⁠. ¿Cómo quieres vivir?Aquí de vuelta los pesaos queridos amigos de La casa ESE. Buscando la forma de seguir inventando cosas ya inventadas hemos creado mapadecasas.com, allí tendréis la oportunidad de encontrar, más que vuestra futura casa, vuestra futura vida. Sí, es muy ambicioso. En Madrid, por ejemplo, vamos a crear un conjunto residencial donde además de habitar, podamos llevar un poquito del Mediterráneo moral. No sólo una casa, sino un lugar que tenga zonas verdes, espacios comunitarios y hasta un edificio que pueda hacer las veces de coworking entre otras cosas. A 30 minutos de Madrid y buscando gente afín al mundo tecnológico, al emprendimiento, al marketing y a la cultura. Visita la propuesta de Distrito ESE.⁠UTAMED⁠. La universidad online del siglo XXI.UTAMED, la universidad oficial y online de la Fundación Unicaja, nace para romper las barreras que durante décadas han limitado el acceso a la educación y la cultura. Con exámenes 100 % online y financiación sin intereses, ofrecemos una formación accesible, flexible y comprometida con el presente. Porque hoy ya no basta con obtener un título: en UTAMED te preparamos para trabajar desde el primer año. Lo hacemos junto a la empresa, adaptando los contenidos académicos a sus demandas reales, para que nuestros estudiantes adquieran las competencias más valoradas en el mercado laboral. Por ser oyente de este podcast, tienes un descuento del 30% en todo el catálogo de grados y másteres, oficiales y propios.Patrocina Kapital. Toda la información en este link.Índice:2:25 La estafa del Forúm Filatélico.9:28 Rivalidades personales en los mercados.17:43 Munger clasifica 25 errores de comportamiento.20:11 La última decisión de Kahneman.30:01 El instinto maladaptado de seguir al rebaño.35:21 Apalancamiento mortal.40:54 Fuentes de valor añadido según Mauboussin.53:26 Invertir en compañías aburridas.1:01:58 Comisiones en la gestión de activa.1:12:45 Explicárselo a un niño de cinco años.1:15:56 Refritos de ETFs con comisión del 2%.1:26:50 Objetivar el proceso de decisión.1:32:49 La paradoja del margen de seguridad.1:36:19 El criterio de Kelly.1:41:25 La fantástica tesis del uranio.1:51:37 Ampliación de capital para pagar dividendo.1:57:34 Anticipar el sentimiento colectivo.2:01:57 La historia de los tipos de interés.2:06:17 Teoría austríaca del ciclo económico.Apuntes:Measuring the moat. Michael Mauboussin & Dan Callahan.The adaptive market hypothesis. Andrew Lo.El enigma de la experiencia frente a la memoria. Daniel Kahneman.Cartas a los accionistas. Seth Klarman.Herbalife. Bill Ackman.Un paso por delante de Wall Street. Peter Lynch.The model. Richard Lawrence.El diccionario financiero del diablo. Jason Zweig.A man for all markets. Edward Thorp.Rendimientos del capital. Edward Chancellor.El precio del tiempo. Edward Chancellor.

This is the second part of our series exploring the work of psychologist Daniel Kahneman, and how it relates to aviation. In Episode 1, we laid the groundwork by introducing our two modes of thought: System 1 — the fast, instinctive system — and System 2 — the slow, logical one. Today, we're looking at heuristics; the mental shortcuts our minds use to make quick decisions.

In this episode of Welcome to Cloudlandia, we start by discussing the unpredictable nature of Toronto's weather and its amusing impact on the city's spring arrival. We explore the evolution of Formula One pit stops, highlighting the remarkable advancements in efficiency over the decades. This sets the stage for a conversation with our guest, Chris Collins, who shares his insights on balancing fame and wealth below the need for personal security. Next, we delve into the intricacies of the VCR formula—proposition, proof, protocol, and property. I share my experiences from recent workshops, emphasizing the importance of transforming ideas into intellectual property. We explore cultural differences between Canada and the U.S. in securing property rights, highlighting the entrepreneurial spirit needed to protect one's innovations. We then examine the role of AI in government efficiency, with Elon Musk's technologies revealing inefficiencies in civil services. The discussion covers the political and economic implications of misallocated funds and how the market's growing intolerance for waste pushes productivity and accountability to the forefront. Finally, we reflect on the transformative power of technological advancements, drawing parallels to historical innovations like the printing press. SHOW HIGHLIGHTS We discussed the VCR formula—proposition, proof, protocol, and property—designed to enhance communication skills and protect innovations. This formula is aimed at helping entrepreneurs turn their unique abilities into valuable assets. We touch on the unpredictable weather of Toronto and the humor associated with the arrival of spring were topics of discussion, offering a light-hearted start to the episode. Dan and I share insights on the evolution of Formula One pit stops, showcasing human innovation and efficiency over time. We examined the challenges faced by entrepreneurs in protecting their intellectual property and explored cultural contrasts between Canada and the U.S. regarding intellectual property rights. The episode delved into the implications of AI in improving government efficiency, highlighting how technologies reveal civil service inefficiencies and drive accountability. We reflected on the transformative power of historical innovations such as the printing press and electricity, drawing parallels to modern technological advancements. The conversation concluded with reflections on personal growth, including insights from notable figures like Thomas Edison and Peter Drucker, and a preview of future discussions on aging and life experiences. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: That feels better. Dean: Welcome to Cloudlandia, yes. Dan: Yes indeed. Dean: Well, where in the world? Dan: are you? Dean: today, toronto. Oh, you're in Toronto. Okay, yeah, where are you? Yeah? Dan: where are you? Dean: I am in the courtyard at the Four Seasons Valhalla in my comfy white couch. In perfect, I would give it 73 degree weather right now. Dan: Yes, well, we're right at that crossover between middle winter and late winter. Dean: You never know what you're going to get. It could snow or it could be. You may need your bikini, your Speedo or something. Dan: I think spring in Toronto happens, I think somewhere around May 23rd, I think somewhere around. May 23rd, and it's the night when the city workers put all the leaves on the trees. Dean: You never know what you're going to get. Until then, right, it just might snow, and they're stealthy. Dan: They're stealthy and you know, I think they rehearse. You know, starting in February, march, april, they start rehearsing. You know how fast can we get all the leaves on the trees and they do it all in one night they do it and all. I mean they're faster than Santa Claus. I mean they're. Dean: Have you seen, Dan? There's a wonderful video on YouTube that is a comparison of a Formula One pit stop from the 1950s versus the 2013 Formula One in Melbourne, and it was so funny to show. Dan: It would be even faster today. Dean: It would be even faster today. Oh yeah, 57 seconds it took for the pit stop in the 50s and it was 2.7 seconds at Melbourne it was just amazing to see. Dan: Yeah, mark young talks about that because he's he's not formula one, but he's at the yeah, he's at the level below formula one right, every, uh, every minute counts, every second counts oh, yeah, yeah, and uh, yeah, he said they practice and practice and practice. You know it's, it's, if it can be measured. You know that there's always somebody who's going to do it faster. And yeah, yeah, it's really, really interesting what humans do. Dean: Really interesting what humans do. I read something interesting or saw a video and I've been looking into it. Basically, someone was saying you know, our brains are not equipped for omniscience, that we're not supposed to have omniscient knowledge of everything going on in the world all at once. where our brains are made to be in a local environment with 150 people around us, and that's what our brain is equipped for managing. But all this has been foisted on us, that we have this impending. No wonder our mental health is suffering in that we have this impending when you say our, who are you referring to? Society. I think you know that's what they're. Dan: Yeah, that's what they're saying like across the board. Dean: Who are they? Yes, that's a great question. Dan: You know I hear this, but I don't experience any of it. I don't feel foisted upon. I don't feel overwhelmed. Dean: You know what I? Dan: think it is. I think it is that people who feel foisted upon have a tendency to talk about it to a lot of other people. Dean: But people who don't feel foisted upon. Dan: Don't mention it to anybody. Dean: It's very interesting. Do you know Chris Collins? Do you know Chris Collins? Dan: He wrote the really great book collection called I Am Leader. Dean: It's really something. He's a new genius. He's a new Genius Network member. Dan: Oh, Chris, oh yeah, oh yeah, chris, yeah, does he have repair shops? His main business is auto Auto. Dean: Yeah, oh yeah, chris, yeah, he does. He have repair shops His main business is auto, auto, auto dealership. Dan: He does auto dealerships. Dean: Yeah, that's right. Dan: Yeah, chris was in. Chris was in the program way back with 10 times around the same time when you came 10 times. He was in for about two years oh okay, interesting. Yeah and yeah, he was at the last Genius you know, and he's got a big, monstrous book that costs about $300. Dean: Yes, I was just going to talk about that. Yeah. Dan: We got one, but I didn't have room in my bags, you know. Dean: I budget. Dan: You know how much. Dean: I'm going to take and how much I'm going to bring back, and that was just too, much so, yeah, so yeah, yeah. He's very bothered. Oh, is he? Okay, yeah, I don't know him, I just I saw him. Dan: I got that what he talked about was this massive conspiracy. You know that they are doing it to them or they're doing it to us interesting interesting I don't experience that. What I experience is mostly nobody knows who I am. Dean: That's the best place to be right. Dan: They only know of you. Somebody was saying a very famous person showed up at a clinic in Costa Rica and he had eight bodyguards, eight bodyguards and I said yes, why is that expensive? That must be really expensive, having all those bodyguards. I mean, probably the least thing that was costly for one is having is having himself transformed by medical miracles. But having the bodyguards was the real expense. So I had a thought and I talked to somebody about this yesterday. Actually, I said my goal is to be as wealthy and famous just to the point where I would need a bodyguard. But not need the bodyguard just below where I would need a bodyguard, but not need the bodyguard Just below, where I would need a bodyguard, and I think that would be an excellent level of fame and wealth. Not only do you not have a bodyguard, but you don't think you would ever need one. That's the big thing, yeah. Dean: I love that. Dan: That that's good yeah that's a good aspiration yeah, yeah, so far I've succeeded yes, so far you are on the uh. Dean: Yeah, on the cusp of 81 six weeks seven weeks to go yeah, getting close. That's so good. Yeah, yeah, this. How is the new book coming? Dan: Yeah, good, well, I've got several because I have a quarterly book. Dean: Yeah, I'm at the big casting, not hiring. Dan: Yeah, really good. Each of us is delivering now a chapter per week, so it's really coming along. Great, yeah, and so we'll. Our date is may 26th for the everything in um before their editing can start, so they will have our, our draft will be in on may 26th and then it's over to the publisher and you know there'll be back and forth. But Jeff and I are pretty, jeff Madoff and I are pretty complete writers, you know. So you know it doesn't need normal. You know kind of looking at spelling and grammar. Dean: Right, right, right. Is that how you? Are you writing as one voice or you're writing One voice? One voice, one voice. Dan: Yeah, but we're writing actually in the second person, singular voice, so we're writing to the reader. So we're talking about you this and you this, and you this and you this, and that's the best way to do it, because if you can maintain the same voice all the way through, that's really good. I mean, jeff, we have a different style, but since we're talking to the reader all the way through, it actually works really well so far, and then we'll have you know, there'll be some shuffling and rearranging at the end. Dean: That's what I wondered. Are you essentially writing your separate, are you writing alternate chapters or you're writing your thoughts about one chapter? Dan: We have four parts and the first three parts are the whole concept of businesses that have gone theatrical, that have gone theatrical and we use examples like Ralph Lauren, Four Seasons. Hotel Apple. You know who have done Starbucks, who have done a really great job, and Jeff is writing all that because he's done a lot of work on that. He's, you know, he's been a professor at one of the New York universities and he has whole classes on how small companies started them by using a theatrical approach. They differentiated themselves extraordinarily in the marketplace, and he goes through all these examples. Plus he talks about what it's like to be actually in theater, which he knows a great deal about because he's a playwright and a producer. The fourth part is on the four by four casting tool and that's got five sections to it and where I'm taking people, the reader, who is an entrepreneur, a successful, talented, ambitious entrepreneur who wants to transform their company into a theatrical-like enterprise with everybody playing unique roles. So, that's how I've done it, so he's got the bigger writing job than I do but, mine is more directive. This is what you can do with the knowledge in this book. So we're writing it separately, and we're going to let the editor at the publishing house sort out any what goes where. Dean: Put it all together. Dan: Yeah, and we're doing the design on it, so we're pretty steadily into design projects you know, producing a new book. So we've got my entire team my team's doing all the backstage arrangements. Jeff is interviewing a lot of really great people in the theater world and you know anything having to do with casting. So he's got about. You know probably to do with casting. So he's got about probably about 12 major, 12 major interviews that he'll pull quotes from and my team is doing all the setup and the recording for him so so. Jeff. Jeff showed up as Jeff and I showed up as a team. That's great. Oh, that's great, that's awesome yeah, yeah, in comes, but not without six others, right, right with your. Dean: You know, I had a friend who used to refer to that as your utility belt. Right that you show up and you've got strapped on behind you. Dan: You've got your design, got it writing got it video, got it your whole. Yeah, strapped on behind you, you've got your design Got it Right. Dean: Yeah, yeah, yeah. Dan: And capability crew. Yeah, and to a certain extent I'm role modeling the, the point of the book, you know, and the way we're going about this and and you know, and more and more so, I find probably every quarter my actual doing um of production and that gets less and less and I'm actually finding um, I'm actually finding my work with perplexity very useful because it's getting me better at prompting my team members yes yeah, with perplexity, if you don't give it the right prompt, you don't get the right outcome. You know, yeah, and more and more I'm noticing I'm getting better at giving really, really, really great prompts to my artists, to the writers who are working with me, the interviewers, everything so, um, yeah, so it's been very, very helpful. I I find uh, just in a year of perplexity, I've gotten much more uh precise about exactly what I want. Dean: Yeah. Dan: Yeah. Dean: Yeah, defining right. I mean that's pretty. Yeah, yeah, that's really great. And knowing that, a lot of it, so much of that prompting, that's the language that's been adopted for interfacing with AI, chat, gpt and perplexity. Dan: The prompts that you give are the things. Dean: But there's so much of that. That's true about team as well, right? Oh yeah, being a better AI prompter is a better team prompter. Yeah yeah, being a better AI prompter is a better team prompter. Dan: Yeah, yeah, and you know I have a book coming out Now that I'm talking to you about it it may be the next book that would start in June and it's called Technology Coaching Teamwork and it has like three upward arrows that are, uh, you know, in unison with each other. There are three and I said that I think in the 21st century all businesses really have three tracks to them. They have a technology track, they have a teamwork track and they have a coaching track in the middle and that um in the 20th century, we considered management to be the basis. You know, management is the basis for business but. I think management has actually been um superseded, um by um superseded by electronics, you know actually it's the electronics are now the management, the algorithms are now the management and then you have the people who are constantly, you know, creating new technology, and you have human teamwork that's creating new things, because it's ultimately humans that are knocking off everything you know right. And then in the middle is coaching, and coaching goes back and forth between the teamwork and the technology. Technology will always do a really shitty job of coaching yes, I bet that's true, and teams will always do a sort of shitty job of uh knowing how to use technology and there has to be an interface in the middle, that's a human interface and it's a coaching, because coaching takes in a lot of factors, not just action factors or planning factors, but it takes in aspirational factors. It takes in learning factors. It takes in, you know, all sorts of transformational factors and that's a, that's a mid role. Yeah. Dean: Yes, yeah. Dan: And if you look at what you do best, it's probably coaching. Dean: Yeah, I wonder. I mean that's kind of. Dan: Joe Polish. It was Joe Polish, where he probably does best. He's probably a great coach. Dean: Yeah, I think that's true. Yeah, I think that's true. I've really been getting a lot of insight around going through and defining the VCR formula. You know proposition, proof, protocol and property. That's a. I see the clarity that. You know. There's a different level of communication and intention between. Where my I really shine is between is propositions and proof, like getting something knowing, guessing. You know we were. I was going to talk today too about guessing and betting. I've been really thinking about that. That was a great exercise that we did in our workshop. But this idea that's really what this is is guessing. I seem to have this superpower for propositions, like knowing what would be the thing to do and then proving that. That's true. But then taking that proof and creating a protocol that can be packaged and become property is a. That's a different skill set altogether and it's not as much. It's not as much. My unique ability, my superpower zone, is taking, you know, making propositions and proving them. I'm a really good guesser. Dan: That's my strength yeah. Yeah, I think the what I'm doing because it's, um, I'm really thinking a lot about it based on the last, um, uh, free zone workshop, which I did on monday and, uh, you know, monday of the week before last in toronto, where you were yeah, and and then I did it on Thursday again and I reversed the whole day oh really I reversed the whole day. I started off with guessing and betting and then indecision versus bad decision. And then the afternoon I did the second company secret and it worked a lot better. The flow was a lot better. Company secret and it worked a lot better. The flow was a lot better. But the big thing is that people say well, how do I? Um, I I just don't know how I you know that. Um, I'm telling them and they're asking me. So I'm telling them every time you take your unique ability and help someone transform their DOS issues, you're actually creating perspective. Intellectual property. And they said, well, I don't see quite how that works. I don't see how that works, so I've been, you know, and I'm taking them seriously. They don't see how that works. So I said, well, the impact filter is actually the solution. Okay, because you do the DOS question with them. You know, if we were having this discussion a year from now and you were looking back over the year, what has to have happened for you to feel happy with your progress? Okay, and specifically, what dangers do you have that need to be eliminated, what opportunities do you have that need to be captured, and what strengths do you have that need to be maximized? And there's a lot of very interesting answers that are going to come out of that, and the answers actually their answers to your question actually are the raw material for creating intellectual property the reason being is that what they're saying is unique and how you're listening to it is unique because of your unique ability so the best thing is do it, do an impact filter on what your solution is. So the best solution is best result solution is this. Worst result solution is this. And then here are the five success criteria, the eight success criteria that we have to go through to achieve the best result and that is the basis for intellectual property. Dean: What you write in that thing. Dan: So that's where I'm going next, because I think if we can get a lot of people over that hump, you're going to see a lot more confidence about what they're creating as solutions and understanding that these solutions are property. Dean: Yes. Dan: That's what I'm saying, that's what I'm thinking. Dean: Yeah, that's your guessing and betting yeah yes I agree and I think that that uh you know, I mean, I've had that to me going through this exercise of thinking, through that vision, column you know that the ultimate outcome is property, and once you have that property, it becomes it's a capability. Dan: It's a capability. Now right, that's something that you have. If it's not property, it's an opportunity for somebody to steal something ah right exactly. Yeah, I just think there's an inhibition on the part of entrepreneurs that if they have a really neat solution but it's not named and packaged and protected, um, it isn't going to really do them any good because they're going to be afraid. Look, if I say this, I'm in a conference somewhere and I say this, somebody's going to steal it. Then they're going to use it, then I I can't stop them from doing that. So the way I'm going to stop people from stealing my creativity is not to tell people what I'm creating. Right, it's just, it's just going to be me in my basement. Dean: Yeah, I bet no. Dan: I bet the vast majority of creative entrepreneurs they're the only ones who know they're creative because they're afraid of sharing their creativity, because it's not distinct enough that they can name it and package it and project it, getting the government to give you a hand in doing that Right yeah. Yeah, and I don't know maybe it's just not a goal of theirs to have intellectual property. Maybe it's you know it's a goal of mine to have everything be intellectual property, but maybe it's just not the goal of a lot of other people. Dean: What do? Dan: you think. Dean: I think that once you start to understand what the practical you know value, the asset value of having intellectual property, I think that makes a big difference. I think that's where you're, I mean you're. It's interesting that you are certainly leading the way, you know. I found it fascinating when you mentioned that if you were, you know, were measured as a Canadian company, that it would be the ninth or something like that. Dan: Yeah, during a 12-month period 23 to 24,. Based on the research that the Globe and Mail Toronto paper did, that the biggest was one of the big banks. They had the most intellectual property and if our US patents counted in Canada because I think they were just, they were just counting Canadian government patents that we would have been number nine and we're. you know, we're a tiny little speck on the windshield, I mean we're not a big company, but what I notice when I look at Canada very little originality is coming out of Canada and, for example, the biggest Canadian company with patents during that 12-month period was TD Bank. Yeah, and they had 240. 240, I mean that might be how many Google send in in a week. You know that might be the number of patents. That wouldn't be necessarily a big week at Google or Amazon or any of the other big American, because Americans are really into Americans are really, really into property. That's why they want Greenland. Dean: And Panama. Dan: And Alberta. Dean: Panama, alberta and Greenland. Dan: And the Gulf of America, yeah, the Gulf of America and property. Dean: Even if it's not actual. They want titular property. Dan: Yes. Dean: Yeah, yeah. Dan: And I haven't seen any complaints from Mexico. I mean, I haven't seen any complaints. Maybe there have been complaints, but we just haven't seen them. No, no, from now on it's the Gulf of America, which I think is rather important, and when Google just switches, I mean, google hasn't been a very big Trump fan and yet they took it seriously. Yeah, now all the tech's official. It's interesting talking to people and they say what's happening? What's happening? We don't know what's happening. I say, well, it's like the end of a Monopoly game. One of the things you have to do when you end one Monopoly game is all the pieces have to go back in the box, like Scrabble. You play Scrabble, all the pieces go back in the box at the end of a game. And I said, this is the first time since the end of the Second World War that a game is ending and all the pieces are going back into the box, except when you get to the next step. It's a bigger box, it's a different game board, there's more pieces and different rules. So this is what's happening right now. It's a new game the old game is over, new game is starting and, um, if you just watch what donald trump's doing, you're getting an idea what the new game is. Yeah, I think you're right, and one of the new game is intellectual property. Intellectual property I think this is one of the new parts of the new game. And the other thing is it's all going to be one-to-one deals. I don't think there's going to be any more multi-party deals. You know, like the North American Free Trade Act, supposedly is the United States, canada and Mexico In Europe. If you look at it, it's Canada and Mexico, it's Mexico and the United States and it's the United States and Canada. These are separate deals. They're all separate deals. That's what I think is happening. States, Canada and these are separate deals. They're all separate deals. Oh, interesting, yeah, and that's what I think is happening. It's just one-to-one. No more multilateral stuff it's all one-to-one. For example, the US ambassador is in London this week and they're working out a deal between the UK and the United States, so no tariffs apply to British, british products oh interesting yeah and you'll see it like the European Union. I was saying the European Union wants to have a deal and I said European Union, where is the European Union? You know where is? That anyway, yeah yeah, I mean, if you look at the United Nations, there's no European Union. If you look at NATO, there's no European Union. If you look at the G20 of countries, there's no European Union. There's France, there's Germany. You know, there's countries we recognize. And I think the US is just saying if you don't have a national border and you don't have a capital, and you don't have a government, we don't think it exists. We just don't think it exists. And Trump often talks about that 28 acres on the east side of Manhattan. He says boy, boy. What we could do with that right, oh, what we could do with that. You know they should. Just, you know who can do that. Who can do? United Nations, switzerland, send it to Switzerland. You know that'd be a nice place for the send it to there, you know like that and it just shows you that that was all. All those institutions were really a result of the Second World War and the Cold War, which was just a continuation of the Second World War. So I think that's one of the really big things that's happening in the world right now. And the other thing I want to talk to you about is Doge. I think Doge is one of the most phenomenally big breakthroughs in world history. What's happening with Elon Musk and his team. Dean: Yeah, I know you've been really following that with great interest. Tell me what's the latest. Dan: It's the first time in human history that you can audit government, bureauc, audit government, bureaucratic government, the part of government. You don't see Millions and millions of people who are doing things but you don't know what they're doing. There's no way of checking what they're doing. There's no way for them. And it was proven because Musk, about four weeks ago, sent out a letter to every federal employee, said last week, tell me five things that you did. And the results were not good. Dean: Well, I think the same thing is happening when people are questioned about their at-home working accomplishments too. Yeah, but that's the Well, lamar Lark, you know. Dan: Lamar. I don't think you've ever met Lamar. He's in the number one Chicago Free Zone workshops, so we have two and a quarter and he's in the first one. And he has all sorts of interesting things. He's got Chick-fil-A franchises and other things like that, okay, and he created his own church, which is a very I have met Lamar yeah, which is a very American activity. Dean: It creates your own church, you know yes yes, yeah. Dan: That's why Americans are so religious is because America is the first country that turned religion into an entrepreneurial activity. Got yourself a hall. You could do it right there in the courtyard of the Valhalla. How many chairs could you? If you really pushed it, how many chairs could you get into the courtyard? Let's see One, two three, four, five, not like the chair you're sitting on. No, I'm kidding. Dean: I'm just envisioning it. I could probably get 50 chairs in here. Dan: You got yourself, you know and set it up right, Get a good tax description yeah, you got yourself a religion there. That's great. And you're kind of tending in that direction with the word Valhalla, that's exactly right. Dean: Yes, would you. Dan: I'd pay to spend an hour or two on Sunday with you. Dean: But here's the big question, Dan Would you be committed enough to tithe? Dan: Oh yes, oh yes. Dean: Then we'd really be on to something you know. We could just count on you for your tithe to the church. That would be. Dan: That would really get us on our feet, but anyway, I was telling this story about Lamar. So he and his wife have a friend, a woman, who works for the federal government in Chicago, and so they were just talking over dinner to the person and they said, well, what's your day work, what's your day you know when do you go into the? office. When do you go into the office? When do you go into the office? And she says, oh, I haven't been to the office since before COVID. No, I know we are the office. And so they said, well, how does your home day work? And she says, well, at 830, you got to. You got to check in at 830. You check in at 830, you go online and then you put your j in at 8.30. Dean: You check in at 8.30, you go online and then you put your jiggler on Jiggler, exactly I've heard about this and they said what's the jiggler? Dan: Well, the jiggler moves. Your mouse keeps checking into different. It keeps switching to different files, positions, yeah, yeah, files. And that's the only thing that they can record from the actual office is that you're busy moving from one file to the other. And he says, well, what are you doing while that's happening? She said, well, I do a lot of shopping, you know I go out shopping and we have you know, and they come back and it goes from. You know it'll stop because there's coffee time, so we'll stop for 10 minutes for coffee and then it'll stop for lunch and stop for afternoon coffee. And then I checked out and I always check in five minutes early and I always check five minutes late, that's amazing, isn't it? that's what that's what elon Elon Musk is discovering, because Elon Musk's AI can actually discover what they did, and then it's hard for the person to answer what were the five things you did last week? You know, and the truth is that I think I'm not saying that all civil servants are worthless. I'm not saying that at all. You have it right now. It's recorded here. Your mechanism is recording that. I'm not saying that all civil servants are worthless but I do think it's harder and harder for civil servants to prove their value, because you may have gone to five important meetings, but I bet those meetings didn't produce any result. It's hard for any civil servant and you can say what you did last week. I can say what I did last week, but you were basically just meeting with yourself. Yeah, that's I saw somebody and you produce something and you made a decision and something got created and that's easy to prove. But I don't think it's easy in the civil service to prove the value of what you did the greatest raw resource in America for taking money that's being spent one way taking that money away and spending on something else. I think this is the greatest source of financial transformation going forward, because about 15 states all of them Republican states have gotten in touch with Elon Musk and say whatever you're doing in Washington, we want to do here, and I just he believes, according to his comments, that every year there's $3 trillion that's being badly spent $3 trillion you know, I got my little finger up to my mouth. $3 trillion, you know, this is that's a lot of you know, I'm at the point where I think a million is still a big deal. You know, trillion is uh, yeah, uh. Dean: I saw that somebody had invented a uh algorithm reader. They detected an algorithm in the like a fingerprint in the jiggler software. Oh that, yeah, so that you can overlay this thing and it would be able to identify that that's a jiggler that's a jiggler. Dan: That's a jiggler yeah, you got to because behind the jiggler is the prompter. Dean: The jiggler busters. Dan: Yes, exactly, he was on. He was interviewed, he and six members of his Doge team, you know, and how they're talking about them being 19 and 20 year olds, about them being 19 and 20 year olds. These were part. These were powerful people who had stepped away from their companies and their jobs just for the chance to work with the Elon. One guy had five companies. He's from Houston, he had five companies and he's taken leave from his company for a year. Just to work on the doge project. Yeah, and so that guy was talking and he said you know what we discovered? The small business administration, he said, last year gave 300 million dollars in loans to children under 11 years old wow to their to that a person who had their social security number, their social insurance number. Right, and during that same year, we gave $300 million in loans to people who were over 120 years old. Dean: Wow. Dan: That's $600 million. That's $600 million, that's almost a billion. Anyway, that's happening over and over. They're just discovering these and those checks are arriving somewhere and somebody's cashing those checks, but it's not appropriate. So I think this is the biggest deal. I think this changes everything, and I've noticed that the Democratic Party is in a tailspin, and has been especially since they started the Doge project, because the people doing the jiggling and the people who where the checks are going to the run I bet 90% of them are Democrats the money's going to democratic organizations, since going to democratic individuals and they're going to be cash strapped. You know that they've been. This isn't last year, this goes back 80 years. This has been going on since the New Deal, when the Democrats really took over Washington. And I bet this I bet they can track all the checks that went back 80 years. Dean: I mean, this is that's really something, isn't it? I was just thinking about yeah, this kind of transparency is really like. I think, when you really get down to it, we're getting to a point where there's the market does not support inefficiency anymore. It's not baked in. If you have workers for instance, most of the time you have salaried workers your real expectation is that they're going to be productive. I don't know what the actual stats are, do you know? But let's say that they're going to be actually productive for 50% of the time. But you look at now just the ability to, especially on task-related things or AI type of things um, collins, chris no, chris johnson's um, um, oh yeah um uh, you know the the ai dialers there, of being able, there's zero. Dan: They were doing, um, you know they were doing. Maybe you know the dialers were doing. You know, because some of the sometimes the other, the person at the other end they answered and they'd have a you know five minute call or something like that. So in a day in a day, like they have an eight hour thing they might do you know. 50, 50 call outs 50 or 60 calls yeah, his. Ai does 25,000 calls a minute. Dean: Exactly that's. What I mean is that those things are just that everything is compressed. Now there's no, because it's taken out all the air, all the fluff around it. What humans come with. You're right what you said earlier about all the pieces going back in the box and we're totally reset. Yeah, I think we're definitely that you know yeah and the thing thing about this. Dan: What I found interesting is that the request coming in from the states that they moved the doge you know the process department of government efficiency that I. I think he's putting together a vast system that can be applied to any government you know, it could be, and, uh, and, but the all the requests came in from republican states, not from Democratic states, waste and abuse and waste and fraud. probably for the over last 80 years, has been the party in the United States which was most invested in the bureaucracy of the government you know. And yeah, I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person, but I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person but I mean, I don't know. Do you do, do you know anybody who works for the government? I don't believe, I do, really, and I do, and I don't either right, I don't I don't, I don't, neither you know I mean, I mean everybody I know is an entrepreneur everybody I know is entrepreneurial. And yeah, the people who aren't entrepreneurial are the families. You know they would be family connections of the entrepreneurs. I just don't know anybody who works for the government. You know, I've been 50 years and I can't say I know anybody who works for the government but, there's lots of them. Yeah, yeah so they don't they. They're not involved in entrepreneurial circles, that's for sure. Dean: It's Ontario Hydro or Ontario Power Generation. Is that the government? No, that's the government, then I do. I know one person. I know one person that works for the government. Dan: All right, Send him an email and say what are five things you did last week? Yeah, what? Dean: did you do last week? Dan: Oh my goodness, that's so funny, impress me. Dean: Yes. Dan: Yeah. Dean: Yeah. Dan: I think it's a stage in technological development, I think it's a state, just where it has to do with the ability to measure, and this has been a vast dark space government that you can't really, yeah, and in fairness to them, they couldn't measure themselves. In other words, that they didn't have the ability, even if they were honest and forthright and they were committed and they were productive, they themselves did not have the ability to measure their own activities until now. And I think, and I think now they will, and I think now they will, and, but but anyway, I just think this is a major, major event. This is this is equal to the printing press. You know this is equal to to electricity. You can measure what government does electricity. You can measure what government does In the history of human beings. This is a major breakthrough. That's amazing. Dean: So great Look around. You don't want a time to be alive. Dan: Yeah, I mean depending on where you work I guess that's absolutely true. Dean: I've been listening to, uh I was just listening, uh just started actually a podcast about uh, thomas edison, uh this is a really great podcast, one of my great, one of my great heroes. Yes, exactly, the podcast is called Founders. Dan: Founders yeah. Dean: Founders. Yeah, david Sunra, I think, is the guy's name and all he does is he reads biographies and then he gives his insights on the biographies. It's just a single voice podcast. It's not like guests or anything, it's just him breaking down his lessons and notes from reading certain reading these biographies and it's really well done. But he had what turned me on he did. I first heard a podcast he did about Albert Lasker, who was the guy, the great advertising guy, the man who sold America and yeah, so I've been listening through and very interesting. But the Thomas Edison thing I'm at the point where he was talking about his first things. He sold some telegraph patent that he had an idea that he had created for $40,000, which was like you know a huge amount of money back then and that allowed him to set up Menlo Park. And then at the time Menlo Park was kind of out in the middle of nowhere and you know they asked why would you set up out there? And no distractions. And he created a whole you know a whole environment of where people were undistracted and able to invent and what you know. If they get bored, what are they going to do? They're going to invent something, just creating this whole environment. Dan: Well, he wasn't distractible because he was largely deaf. He had childhood injury, yeah, so he wasn't distracted by other people talking because he couldn't really make out. So you know, he had to focus where he could focus. And yeah, there is actually in my hometown, which his hometown is called Milan, ohio. I grew up two miles. I grew up I wasn't born there, but when I was two years old, we moved to a farm there. It was two miles from Edison. His home is there. It's a museum. Dean: Milan. Dan: Ohio and that was 1830s, somewhere 1838, something like that. I'm not quite sure. But there's a business in Norwalk, Ohio, where we moved from the farm when I was 11 years old Ohio, where we moved from the farm when I was 11 years old, and there's a business in there that started off as a dynamo company. Dynamo was sort of like an electric generator. Dean: Yeah, and we had dynamo in Georgetown. Dan: on the river, yeah, and that business continues since the mid-1800s, that business continues, and everything like that. My sense is that Edison put everything together that constitutes the modern scientific technological laboratory. In other words that Menlo Park is the first time you've really put everything together. That includes, you know, the science, the technology, the experimentation the creation of patents, the packaging of the new ideas, getting investment from Wall Street and everything. He created the entire gateway for the modern technological corporation, I think. Dean: I think that's amazing, very nice. I like to look at the. I like to trace the timelines of something right, like when you realize it's very interesting when you think and you hear about the lore and you look at the accomplishments of someone like Thomas Edison or Leonardo da Vinci or anybody, you look at the total of what you know about what they were able to accomplish, but when you granularly get down to the timeline of it, you don't, like you realize how. I think I remember reading about da vinci. I think he spent like seven years doing just this one uh, one period of projects. That was uh, um. So he puts it in perspective right of a of the, the whole of a career, that it really breaks down to the, the individual, uh chapters, that that make it up, you know, yeah, and it's funny, I've written about somebody, Jim Collins the good to great author. I heard him. His kind of hero was Peter Drucker and he remembers going to Peter Drucker and he had a bookshelf with all of his books. I think he had like 90 books or something that he had written, Peter Drucker, and he had them. Jim Collins set them up on his bookshelf and he would move a piece of tape that shows his current age against the age that Peter Drucker was when he had written those things and he realized that at you know, 50 years old, something like you know, 75% of Peter Drucker's work was after that age and even into his 80s or whatever. Dan: Yeah, most of my work is after 70. I was just going to say yeah, exactly, I look at that. You look at all of the things and then at 70, yeah, yeah, the actual stuff I've created is really yeah, that's when I really started to produce a lot after 70. Dean: Mm-hmm. Dan: Yeah, a lot of R&D. I did a lot of R&D. Dean: Right. Dan: Exactly, yeah, yeah, yeah. And you know, my goal is that 80 to 90 will be much more productive than 70 to 80. Yeah, I was talking to someone today interesting, very interesting physical fitness guy here in Toronto and he's a really great chiropractor so he's working. So I have I'm making great progress with the structural repair of my left knee. But there's all sorts of functional stuff that has to come along with it and he's my main man for doing this. But he was talking, he's 50, and he said you know, my goal is that 60 to 70 is going to be my most active part of my life, you know, from mountain climbing to all these different really high endurance athletics and sports, and so we got talking and I just shared with him the idea that the real goal you should have or which covers a lot of other areas is that, if you're like my goal for 90, I'm just going on 81, my goal for 90 is that I'm more ambitious at 90 than I am at the present. Dean: And. Dan: I said that's what that almost seems impossible, impossible well, well it is if you're just looking at yourself as a single individual yeah but if you're looking at yourself as someone who has an expand team, it's actually very possible. Dean: Yeah, yeah yeah, you're mine are those potato chips no, it's a piece of cellophane wrapped around something. That was the word right Retired. And they've been retired for about five years or so and I hadn't seen them in a couple of years. But it's really interesting to, at 72, the uh, you know the, just the level you can tell just physically and everything mentally, everything about them. They're on the, the decline phase of the thing they're not ramping up. You know, like just physically they are, um, you know they're, they're big, um cruisers. You know they've been going on cruises now every every six weeks or so, but, um, but yeah, no, no, uh, no more golf, no more. Like you see, they're intentionally kind of winding things down, resigning to the yeah. Dan: Yeah, it's very interesting. I don't know if you caught it in the news. It was, I think, right at the end of January. But you know the name Daniel Kahneman. Dean: I know the name. Yeah, thinking fast and slow. Dan: Fast thinking slow yeah, he committed suicide in Switzerland. Dean: I did not know that. When was that he? Dan: was 90 years old, I think it was January 28th. Dean: And it was all planned out. Dan: It was all planned out and he went to Switzerland to do it, because they have the legal framework where you can do that and everything else. And I found it so interesting that I did a whole bunch of perplexity searches and I said, because he was very influential, I never read his book, because I read the first five or 10 pages and it just didn't seem that interesting to me and it seemed like he had. You know that he's famous for that book and he's famous for it, and it seemed to be that he's kind of like a one trick pony. You know, he's got a great book that really changed things. And then I started looking. I said, well, what else did he do besides that one book? And it's not too much. And he did that, you know, 40 years ago. It was sort of something he did 40 years ago. Dean: Wow. Dan: And I just said gee, I wonder if he, you know, he just hasn't been real productive. Wonder if he, you know, he just hasn't been real productive, not not starting in january, but he hadn't been real productive over the last 20 or 30 years and he did that. Dean: Uh, and anyway, you know, I don't know. I don't know that I've been living under a rock or whatever. I didn't even realize that this was a real thing. I have a good friend in Canada whose grandfather is tomorrow scheduled for assisted. It's a big thing in Canada. Dan: Canada is the most leading country in incidents of people being assisted in committing suicide. Dean: Yeah, and. Dan: I have my suspicions. It's a way for the government to cut checks to old people. You know like assist them to leave. You know I mean it's just. What a confusing set of emotions that must bring up for someone you love. Confusing and disturbing about his committing suicide and it's really a big topic, you know, because he was saying you can always get on top of whatever you're experiencing and get useful lessons from it, right? Dean: and I said. Dan: I said, well, you must have reached an empty week or something. You know I I don't know what, what happened I, you know I mean right and uh, cause I I'm finding um the experience of being 80, the experience of being 70 and 80, very, very fruitful for coming up with new thoughts and coming up with new ideas right, you know and what, what is still important when you're uh, you know, still important when you're. you know what is even more important and what is even more clear when you're 80. That wasn't clear when you were 50 or 60. I think that's a useful thought. You know that's a useful thought, yeah, but it's really interesting. I never find suicide is understandable. Dean: I know, yeah, I get it. I see that you think about that too. I've had that. I've had some other people, my cousin, years and years ago was the first person kind of close to me that had committed suicide, and you know. But you always think it's just like you, I can't imagine that like I. I can imagine, uh, just completely like disappearing or whatever you know starting off somewhere else, like complete, you know, reset, but not something that that final, you know. Dan: You know, I can understand just extreme, intolerable pain you know, I mean. I can, I can, I can totally get that. Dean: Yeah, yeah. Dan: Yeah, I mean, it's just you. You just can't go through another day of it. I I just totally understand that but, where it's more of a psychological emotional you get a, got yourself in a corner and that, uh then, um, you know, I don't really, um, I don't really comprehend what's going on there. You know, I I obviously something's going on, but I you know, I, I obviously something's going on, but I, just from, I've never had a suicidal thought. I mean, you know, I've had some low points, I've had some, but even on my low points I had something that was fun that day you know Right Right, right Right. Or I had an interesting thought. Yeah, right. Dean: Yeah, yeah, yeah, yeah. Well, I'm yeah, yeah, yeah yeah, yeah. Dan: Well, I'm glad we hit on that topic because I said, you may think I know that the person doing it has a completely logical reason for doing it. It's just not a logic that can be explained easily to other people yeah, when you're not in that spot. I get it, yeah, yeah, yeah, yeah anyway this was a good one. This was a good one. Yeah, now okay, wait actually yeah, I'll be calling from chicago next week. Dean: Okay, perfect I'll be here, yeah, um, yeah, I want to. I'd love to, um, if we remember, and if we don't, that's fine too, but if we remember, you brought up something the I would love to see and maybe talk about the difference between uh, you know, between 60, 70, 80, your thoughts of those things. Yeah, you're getting to that point I'm 22 years behind you, so I'm just turning 59 right before you turn 81. Dan: So that'd be something I'll put some thought to it. I love it. Dean: Okay. Dan: Perfect, thanks, dan. All right, okay, thanks, bye.

Let's cut to the chase: “The overwhelming majority of murders in the United States involve guns,” says economist Jens Ludwig. “And in fact, most of the difference in overall murder rates between the United States and other countries are due to murders with guns.” This may seem intuitively obvious to outside observers, but studying guns within the United States has long been a fraught endeavor, and the amount of research isn't commensurate with the impact on U.S. society. That said, Ludwig has taken on exploring the roots of American gun violence, work that serves as grist for the Crime Lab he directs at the University of Chicago and for many of his books, including his latest, Unforgiving Places: The Unexpected Origins of American Gun Violence. What's he's found is that the folk wisdom around gun violence doesn't rally hold up to the evidence. In this Social Science Bites episode, he explains to interviewer David Edmonds how – using insights about ‘system one' and system two' thinking developed by Daniel Kahneman – cognition in individuals has more explanatory power than traditional variables like poverty, education and environment. “I think system one plays an underappreciated role in all interpersonal violence, all of the issues, and this way of seeing what is driving violent behavior among people is equally true for knife violence in the UK and on and on,” Ludwig says. “So I think this is really a universal thing about people's behavior. This sort of frame on the problem helps make sense of a bunch of patterns in the data.” Ludwig is the Edwin A. and Betty L. Bergman Distinguished Service Professor at the University of Chicago, Pritzker Director of the Crime Lab and codirector of the Education Lab at that campus, and codirector of the National Bureau of Economic Research's working group on the economics of crime. He and his labs are routinely recognized for their work. The Crime Lab in 2014, for example, received a MacArthur Award for Creative and Effective Institutions, while eight years earlier Ludwig himself was awarded the Association for Public Policy Analysis and Management's David N. Kershaw Prize for Contributions to Public Policy by Age 40. Some of the books he's co-authored or co-edited include 2000's Gun Violence: The Real Costs, 2003's Evaluating Gun Policy, and 2012's Controlling Crime: Strategies and Tradeoffs.

This episode features Graham Moorhead, CEO of Pangean and adjunct professor at Gonzaga University, speaking live about the advancements and impact of AI, particularly in the context of cybersecurity. He explains the concepts of Type 1 and Type 2 AI, human modes of thought by Daniel Kahneman, and the challenges and potentials of AI in terms of safety, social engineering, and future developments.

There has been perhaps no greater influence on my views of human behavior than Daniel Kahneman's 2011 book, Thinking Fast And Slow. In the book, Kahneman — a psychologist — makes the case that human behavior is driven by the interplay of two differing modes of thought: System 1 — the fast, instinctive system — and System 2 — the slow, logical one.If you've listened to this podcast, you've almost certainly heard me reference this book. I believe that understanding Kahneman will help us better diagnose the problems we face as pilots. And so, for the next four episodes, released each Thursday over the next four weeks, I'm going straight to the source — exploring Kahneman's book and directly relating his ideas to aviation. 

This week, Jennifer Senior, New York Times opinion writer and author “All Joy and No Fun: The Paradox of Modern Parenthood,”  discusses the impact of having children on life satisfaction and meaning.  Citing the psychologist and behavioral economist Daniel Kahneman's work on the "experiencing self" versus the "remembering self," Senior says that while parenting can be exhausting in the moment, most often later on in life, the years raising kids are fondly remembered. While there's no easy answer to big life decisions, like having kids, Senior suggests that most often in life, we regret the actions we did not take rather than the ones we did - and Senior says, if you're sitting on the fence, that may be reason enough.   

This week, Jennifer Senior, New York Times opinion writer and author “All Joy and No Fun: The Paradox of Modern Parenthood,”  discusses the impact of having children on life satisfaction and meaning.  Citing the psychologist and behavioral economist Daniel Kahneman’s work on the "experiencing self" versus the "remembering self," Senior says that while parenting can be exhausting in the moment, most often later on in life, the years raising kids are fondly remembered. While there’s no easy answer to big life decisions, like having kids, Senior suggests that most often in life, we regret the actions we did not take rather than the ones we did - and Senior says, if you’re sitting on the fence, that may be reason enough.  

Are you languishing - feeling that gnawing sense of emptiness despite checking all the society's boxes? Renowned sociologist Corey Keyes, author of "Languishing: How to Feel Alive Again in a World That Wears Us Down," reveals powerful practices to reignite your passion, purpose and human connections - the key ingredients to flourishing mental health. Discover an insightful path to feeling vibrantly alive.You can find Corey at: Google Scholar | Episode TranscriptIf you LOVED this episode you'll also love the conversations we had with Daniel Kahneman about the way we make decisions.Check out our offerings & partners: Join My New Writing Project: Awake at the WheelVisit Our Sponsor Page For Great Resources & Discount Codes Hosted on Acast. See acast.com/privacy for more information.

In 1974, two psychologists, Daniel Kahneman and Amos Tversky, as the New Yorker once put it, "changed the way we think about the way we think." The prevailing wisdom, before their landmark research went viral (in the way things went viral in the 1970s), was that human beings were, for the most part, rational optimizers always making the kinds of judgments and decisions that best maximized the potential of the outcomes under their control. This was especially true in economics at the time. The story of how they generated a paradigm shift so powerful that it reached far outside economics and psychology to change the way all of us see ourselves is a fascinating tale, one that required the invention of something this episode is all about: The Psychology of Single Questions.They Thought We Were RidiculousOpinion ScienceBehavioral GroovesHow Minds ChangeShow NotesNewsletterPatreon  

En este capítulo, Marisa nos invita a reflexionar sobre cómo tomamos decisiones y por qué, muchas veces, confiamos demasiado en nuestra intuición sin darnos el tiempo de pensar con claridad. Basándose en las ideas de Daniel Kahneman y en el análisis de Scott Galloway, exploramos cómo nuestro cerebro toma atajos mentales que pueden llevarnos a errores, la razón por la que nos duele más perder que lo que nos emociona ganar y la importancia de hacer una pausa antes de reaccionar.

People often say that money can't buy you happiness. Sometimes, if you ask them to tell you more about it, they'll mention a famous 2010 study by Nobel Prize winners Daniel Kahneman and Angus Deaton. That study found that higher household income correlates with greater emotional well-being, but only up to around $75,000 a year. After that, more money didn't seem to matter. This was a famous study by two famous academics. The result stood for over a decade. And it feels good, right? Maybe the rich aren't so much happier than anyone else. But researchers have recently done a complete 180 on this idea. In 2021, psychologist Matt Killingsworth found nearly the opposite: That more money does correlate with more happiness. And that the relationship continues well beyond $75,000 per year. Today on the show: Does more money mean fewer problems? Two researchers with totally different takes come together to hammer out a better understanding of the relationship between money and happiness. This episode was hosted by Sally Helm and Nick Fountain. It was produced by Sean Saldana, Sam Yellowhorse Kesler, and Emma Peaslee. It was edited by Meg Cramer and fact-checked by Sierra Juarez. Engineering by Cena Loffredo. Alex Goldmark is Planet Money's executive producer. Learn more about your ad choices. Visit megaphone.fm/adchoices