In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think.

System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation―each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives―and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.

THE INTERNATIONAL BESTSELLER 'A monumental, gripping book ... Outstanding' SUNDAY TIMES 'Noise may be the most important book I've read in more than a decade. A genuinely new idea so exceedingly important you will immediately put it into practice. A masterpiece' Angela Duckworth, author of Grit 'An absolutely brilliant investigation of a massive societal problem that has been hiding in plain sight' Steven Levitt, co-author of Freakonomics From the world-leaders in strategic thinking and the multi-million copy bestselling authors of Thinking Fast and Slow and Nudge, the next big book to change the way you think. We like to think we make decisions based on good reasoning - and that our doctors, judges, politicians, economic forecasters and employers do too. In this groundbreaking book, three world-leading behavioural scientists come together to assess the last great fault in our collective decision-making: noise. We all make bad judgements more than we think. Noise shows us what we can do to make better ones.

The Sunday Times bestseller ‘A monumental, gripping book … Outstanding’ Sunday Times Wherever there is human judgement, there is noise. ‘Noise may be the most important book I've read in more than a decade. A genuinely new idea so exceedingly important you will immediately put it into practice. A masterpiece’ Angela Duckworth, author of Grit ‘An absolutely brilliant investigation of a massive societal problem that has been hiding in plain sight’ Steven Levitt, co-author of Freakonomics From the world-leaders in strategic thinking and the multi-million copy bestselling authors of Thinking Fast and Slow and Nudge, the next big book to change the way you think. Imagine that two doctors in the same city give different diagnoses to identical patients – or that two judges in the same court give different sentences to people who have committed matching crimes. Now imagine that the same doctor and the same judge make different decisions depending on whether it is morning or afternoon, or Monday rather than Wednesday, or they haven’t yet had lunch. These are examples of noise: variability in judgements that should be identical. In Noise, Daniel Kahneman, Olivier Sibony and Cass R. Sunstein show how noise produces errors in many fields, including in medicine, law, public health, economic forecasting, forensic science, child protection, creative strategy, performance review and hiring. And although noise can be found wherever people are making judgements and decisions, individuals and organizations alike commonly ignore its impact, at great cost. Packed with new ideas, and drawing on the same kind of sharp analysis and breadth of case study that made Thinking, Fast and Slow and Nudge international bestsellers, Noise explains how and why humans are so susceptible to noise and bias in decision-making. We all make bad judgements more than we think. With a few simple remedies, this groundbreaking book explores what we can do to make better ones.

In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think.

System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

Major "New York Times" bestsellerWinner of the National Academy of Sciences Best Book Award in 2012Selected by the "New York Times Book Review" as one of the best books of 2011A "Globe and Mail" Best Books of the Year 2011 TitleOne of "The Economist"'s 2011 Books of the Year One of "The Wall Street Journal"'s Best Nonfiction Books of the Year 20112013 Presidential Medal of Freedom Recipient

In the international bestseller, "Thinking, Fast and Slow," Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation--each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives--and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by "The New York Times Book Review" as one of the ten best books of 2011, Thinking," Fast and Slow" is destined to be a classic.

The work of Daniel Kahneman and Amos Tversky has transformed the study of judgment and decision-making, and penetrated related disciplines such as economics, finance, marketing, law and medicine. In recognition of these achievements, Kahneman was awarded the Nobel Prize for Economics in 2003. This special issue presents ongoing research inspired by both Kahneman and Tversky. It covers many of the central themes the heuristics and biases of judgment and prediction, framing effects, assessments and predictions of utility that made their work so innovative. The specially written papers illustrate the range and depth of this work, and emphasise its continued relevance to current research.

Wherever there is human judgment, there is noise.

Imagine that two doctors in the same city give different diagnoses to identical patients – or that two judges in the same court give different sentences to people who have committed matching crimes. Now imagine that the same doctor and the same judge make different decisions depending on whether it is morning or afternoon, or Monday rather than Wednesday, or they haven’t yet had lunch. These are examples of noise: variability in judgments that should be identical.

In Noise, Daniel Kahneman, Olivier Sibony and Cass R. Sunstein show how noise produces errors in many fields, including in medicine, law, public health, economic forecasting, forensic science, child protection, creative strategy, performance review and hiring. And although noise can be found wherever people are making judgments and decisions, individuals and organizations alike commonly ignore its impact, at great cost.

Packed with new ideas, and drawing on the same kind of sharp analysis and breadth of case study that made Thinking, Fast and Slow and Nudge international bestsellers, Noise explains how and why humans are so susceptible to noise and bias in decision-making. We all make bad judgments more than we think. With a few simple remedies, this groundbreaking book explores what we can do to make better ones.

Learn to be a better negotiator--and achieve the outcomes you want.

If you read nothing else on how to negotiate successfully, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you avoid common mistakes, find hidden opportunities, and win the best deals possible.

This book will inspire you to:

- Control the negotiation before you enter the room

- Persuade others to do what you want--for their own reasons

- Manage emotions on both sides of the table

- Understand the rules of negotiating across cultures

- Set the stage for a healthy relationship long after the ink has dried

- Identify what you can live with and when to walk away

Judgment pervades human experience. Do I have a strong enough case to go to trial? Will the Fed change interest rates? Can I trust this person? This book examines how people answer such questions. How do people cope with the complexities of the world economy, the uncertain behavior of friends and adversaries, or their own changing tastes and personalities? When are people's judgments prone to bias, and what is responsible for their biases? This book compiles psychologists' best attempts to answer these important questions.

NEW from the bestselling HBR's 10 Must Reads series. Learn why bad decisions happen to good managers--and how to make better ones. If you read nothing else on decision making, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps. Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to: * Make bold decisions that challenge the status quo * Support your decisions with diverse data * Evaluate risks and benefits with equal rigor * Check for faulty cause-and-effect reasoning * Test your decisions with experiments * Foster and address constructive criticism * Defeat indecisiveness with clear accountability Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads on Communication HBR's 10 Must Reads on Collaboration HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads on Strategic Marketing HBR's 10 Must Reads on Teams

Choices, Values, and Frames presents an empirical and theoretical challenge to classical utility theory, offering prospect theory as an alternative framework. Extensions and applications to diverse economic phenomena and to studies of consumer behavior are discussed. The book also elaborates on framing effects and other demonstrations that preferences are constructed in context, and it develops new approaches to the standard view of choice-based utility. As with the classic 1982 volume, Judgment Under Uncertainty, this volume is comprised of papers published in diverse academic journals. The editors have written several new chapters and a preface to provide a context for the work.

The Sunday Times bestseller ‘A monumental, gripping book … Outstanding’ Sunday Times Wherever there is human judgement, there is noise. ‘Noise may be the most important book I've read in more than a decade. A genuinely new idea so exceedingly important you will immediately put it into practice. A masterpiece’ Angela Duckworth, author of Grit ‘An absolutely brilliant investigation of a massive societal problem that has been hiding in plain sight’ Steven Levitt, co-author of Freakonomics From the world-leaders in strategic thinking and the multi-million copy bestselling authors of Thinking Fast and Slow and Nudge, the next big book to change the way you think. Imagine that two doctors in the same city give different diagnoses to identical patients – or that two judges in the same court give different sentences to people who have committed matching crimes. Now imagine that the same doctor and the same judge make different decisions depending on whether it is morning or afternoon, or Monday rather than Wednesday, or they haven’t yet had lunch. These are examples of noise: variability in judgements that should be identical. In Noise, Daniel Kahneman, Olivier Sibony and Cass R. Sunstein show how noise produces errors in many fields, including in medicine, law, public health, economic forecasting, forensic science, child protection, creative strategy, performance review and hiring. And although noise can be found wherever people are making judgements and decisions, individuals and organizations alike commonly ignore its impact, at great cost. Packed with new ideas, and drawing on the same kind of sharp analysis and breadth of case study that made Thinking, Fast and Slow and Nudge international bestsellers, Noise explains how and why humans are so susceptible to noise and bias in decision-making. We all make bad judgements more than we think. With a few simple remedies, this groundbreaking book explores what we can do to make better ones.

Thirty-five chapters describe various judgmental heuristics and the biases they produce, not only in laboratory experiments, but in important social, medical, and political situations as well. Most review multiple studies or entire subareas rather than describing single experimental studies.

Judgment pervades human experience. Do I have a strong enough case to go to trial? Will the Fed change interest rates? Can I trust this person? This book examines how people answer such questions. How do people cope with the complexities of the world economy, the uncertain behavior of friends and adversaries, or their own changing tastes and personalities? When are people's judgments prone to bias, and what is responsible for their biases? This book compiles psychologists' best attempts to answer these important questions.

Daniel Kahneman, uno de los pensadores mas importantes del mundo, recibio el premio Nobel de Economia por su trabajo pionero en psicologia sobre el modelo racional de la toma de decisiones. Sus ideas han tenido un profundo impacto en campos tan diversos como la economia, la medicina o la politica, pero hasta ahora no habia reunido la obra de su vida en un libro.
En "Pensar rapido, pensar despacio," un exito internacional, Kahneman nos ofrece una revolucionaria perspectiva del cerebro y explica los dos sistemas que modelan como pensamos. El sistema 1 es rapido, intuitivo y emocional, mientras que el sistema 2 es mas lento, deliberativo y logico. Kahneman expone la extraordinaria capacidad (y tambien los errores y los sesgos) del pensamiento rapido, y revela la duradera influencia de las impresiones intuitivas sobre nuestro pensamiento y nuestra conducta. El impacto de la aversion a la perdida y el exceso de confianza en las estrategias empresariales, la dificultad de predecir lo que nos hara felices en el futuro, el reto de enmarcar adecuadamente los riesgos en el trabajo y en el hogar, el profundo efecto de los sesgos cognitivos sobre todo lo que hacemos, desde jugar en la Bolsa hasta planificar las vacaciones; todo esto solo puede ser comprendido si entendemos el funcionamiento conjunto de los dos sistemas a la hora de formular nuestros juicios y decisiones.
Al implicar al lector en una animada reflexion sobre como pensamos, Kahneman consigue revelar cuando podemos confiar en nuestras intuiciones y cuando no, y de que modo podemos aprovechar los beneficios del pensamiento lento. Ademas, ofrece ensenanzas practicas e iluminadoras sobre como se adoptan decisiones en la vida profesional o personal, y sobre como podemos usar distintas tecnicas para protegernos de los fallos mentales que nos crean problemas. "Pensar rapido, pensar despacio" cambiara para siempre nuestra manera de pensar sobre como pensamos.

Discover the universe's last unknowns-here are the unanswered questions that obsess "the world's finest minds" (The Guardian) Featuring a foreword by DANIEL KAHNEMAN, Nobel Prize-winning author of Thinking, Fast and Slow This is a little book of profound questions (only questions!)-unknowns that address the secrets of our world, our civilization, the meaning of life. Here are the deepest riddles that have fascinated, obsessed, and haunted the greatest thinkers of our time, including Nobel laureates, cosmologists, philosophers, economists, prize-winning novelists, religious scholars, and more than 250 leading scientists, artists, and theorists. In The Last Unknowns, John Brockman, publisher of Edge.org, asks "a mind-blowing gathering of innovative thinkers" (Booklist): "What is 'The Last Question,' your last question, the question for which you will be remembered?" Featuring the Pulitzer Prize-winning author of Guns, Germs, and Steel JARED DIAMOND * Nobel Prize-winning University of Chicago economist RICHARD THALER * Harvard psychologist STEVEN PINKER * religion scholar ELAINE PAGELS * author of Seven Brief Lessons on Physics CARLO ROVELLI * Booker Prize-winning novelist IAN McEWAN * neuroscientist SAM HARRIS * philosopher DANIEL C. DENNETT * MIT theorist SHERRY TURKLE * decoder of the human genome J. CRAIG VENTER * The Coddling of the American Mind author JONATHAN HAIDT * Nobel Prize-winning physicist FRANK WILCZEK * UC Berkeley psychologist ALISON GOPNICK * philosopher REBECCA NEWBERGER GOLDSTEIN * New York Times columnist CARL ZIMMER * MIT cosmologist MAX TEGMARK * Whole Earth founder STEWART BRAND * "Marginal Revolution" economist TYLER COWEN * Anatomy of Love author HELEN FISHER * Noble Prize-winning NASA physicist JOHN C. MATHER * psychologist JUDITH RICH HARRIS * Princeton physicist FREEMAN DYSON * musician BRIAN ENO * environmental scientist JENNIFER JACQUET * Duke economist DAN ARIELY * Oxford philosopher A. C. GRAYLING * Harvard cosmologist LISA RANDALL * anthropologist MARY CATHERINE BATESON * Emotional Intelligence author DANIEL GOLEMAN * Harvard genticist GEORGE CHURCH * Blueprint author NICHOLAS A. CHRISTAKIS * Stanford political scientist MARGARET LEVI * economist ALAN S. BLINDER * publisher TIM O'REILLY * theoretical cosmologist JANNA LEVIN * Serpentine Gallery owner HANS ULRICH OBRIST * Wired founding editor KEVIN KELLY * Cambridge astrophysicist MARTIN REES, and more than 200 others.

Mental illness is a leading cause of suffering in the modern world. In sheer numbers, it afflicts at least 20 percent of people in developed countries. It reduces life expectancy as much as smoking does, accounts for nearly half of all disability claims, is behind half of all worker sick days, and affects educational achievement and income. There are effective tools for alleviating mental illness, but most sufferers remain untreated or undertreated. What should be done to change this? In Thrive, Richard Layard and David Clark argue for fresh policy approaches to how we think about and deal with mental illness, and they explore effective solutions to its miseries and injustices. Layard and Clark show that modern psychological therapies are highly effective and could potentially turn around the lives of millions of people at little or no cost. This is because treating psychological problems generates huge savings on physical health care, as well as massive economic savings through more people working. So psychological therapies would effectively pay for themselves, generating potential savings for nations the world over. Layard and Clark describe how various successful psychological treatments have been developed and explain what works best for whom. They also discuss how mental illness can be prevented through better schools and a better society, and the urgency of doing so. Illustrating why we cannot afford to ignore the issue of mental illness, Thrive opens the door to new options and possibilities for one of the most serious problems facing us today.

Some of the best and most influential papers by Amos Tversky, one of the most brilliant social science thinkers of the twentieth century. Amos Tversky (1937-1996) was a towering figure in the cognitive and decision sciences. His work was ingenious, exciting, and influential, spanning topics from intuition to statistics to behavioral economics. His long and extraordinarily productive collaboration with his friend and colleague Daniel Kahneman was the subject of Michael Lewis's best-selling book, The Undoing Project: A Friendship that Changed Our Minds. The Essential Tversky offers a selection of Tversky's best, most influential and accessible papers, "classics" chosen to capture the essence of Tversky's thought. The impact of Tversky's work is far reaching and long-lasting. In 2002, Kahneman, who drew on their joint work in his much-praised 2013 book, Thinking, Fast and Slow (and who contributes an afterword to this collection), was awarded the Nobel Prize in Economics for work done with Tversky. In The Undoing Project, Lewis (who contributes a foreword to this collection) describes his discovery that Tversky and Kahneman's thinking laid the foundation for Moneyball, his own ode to number-crunching. The papers collected in The Essential Tversky cover topics that include cognitive and perceptual bias, misguided beliefs, inconsistent preferences, risky choice and loss aversion decisions, and psychological common sense. Together, they offer nonspecialist readers an introduction to one of the most brilliant social science thinkers of the twentieth century.

Learn to be a better negotiator--and achieve the outcomes you want. If you read nothing else on how to negotiate successfully, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you avoid common mistakes, find hidden opportunities, and win the best deals possible. This book will inspire you to: Control the negotiation before you enter the room Persuade others to do what you want--for their own reasons Manage emotions on both sides of the table Understand the rules of negotiating across cultures Set the stage for a healthy relationship long after the ink has dried Identify what you can live with and when to walk away This collection of articles includes: "Six Habits of Merely Effective Negotiators" by James K. Sebenius; "Control the Negotiation Before It Begins" by Deepak Malhotra; "Emotion and the Art of Negotiation" by Alison Wood Brooks; "Breakthrough Bargaining" by Deborah M. Kolb and Judith Williams; "15 Rules for Negotiating a Job Offer" by Deepak Malhotra; "Getting to Si, Ja, Oui, Hai, and Da" by Erin Meyer; "Negotiating Without a Net: A Conversation with the NYPD's Dominick J. Misino" by Diane L. Coutu; "Deal Making 2.0: A Guide to Complex Negotiations" by David A. Lax and James K. Sebenius; "How to Make the Other Side Play Fair" by Max H. Bazerman and Daniel Kahneman; "Getting Past Yes: Negotiating as if Implementation Mattered" by Danny Ertel; "When to Walk Away from a Deal" by Geoffrey Cullinan, Jean-Marc Le Roux, and Rolf-Magnus Weddigen.

A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Daniel Kahneman and company examples from P&G to Adobe, this volume brings the most current and important management conversations to your fingertips. This book will inspire you to: Reconsider what keeps your customers coming backCreate visualizations that send a clear messageAssess how quickly disruptive change is coming to your industryBoost engagement by giving your employees the freedom to break the rulesUnderstand what blockchain is and how it will affect your industryGet your product in customers' hands faster by accelerating your research and development phase This collection of articles includes "Customer Loyalty Is Overrated," by A.G. Lafley and Roger L. Martin; "Noise: How to Overcome the High, Hidden Cost of Inconsistent Decision Making," by Daniel Kahneman, Andrew M. Rosenfield, Linnea Gandhi, and Tom Blaser; "Visualizations That Really Work," by Scott Berinato; "Right Tech, Wrong Time," by Ron Adner and Rahul Kapoor; "How to Pay for Health Care," by Michael E. Porter and Robert S. Kaplan; "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "Let Your Workers Rebel," by Francesca Gino; "Why Diversity Programs Fail," by Frank Dobbin and Alexandra Kalev; "What So Many People Don't Get About the U.S. Working Class," by Joan C. Williams; "The Truth About Blockchain," by Marco Iansiti and Karim R. Lakhani; and "The Edison of Medicine," by Steven Prokesch.

Learn why bad decisions happen to good managers-and how to make better ones. If you read nothing else on decision making, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps. Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to: Make bold decisions that challenge the status quoSupport your decisions with diverse dataEvaluate risks and benefits with equal rigorCheck for faulty cause-and-effect reasoningTest your decisions with experimentsFoster and address constructive criticismDefeat indecisiveness with clear accountability