File Name: thinking fast and slow italiano .zip
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This utilitarian view, Bazerman argues, blends philosophical thought with business school pragmatism and can inform a wide variety of managerial decisions in areas including hiring, negotiations, and even time management. Creating value requires that managers confront and overcome the cognitive barriers that prevent them from being as ethical as they would like to be. Just as we rely on System 1 intuitive and System 2 deliberative thinking, he says, we have parallel systems for ethical decision-making. He proposes strategies for engaging the deliberative one in order to make more-ethical choices. Managers who care about the value they create can influence others throughout the organization by means of the norms and decision-making environment they create. Systematic cognitive barriers can blind us to our own unethical behaviors and decisions, hampering our ability to maximize the value we create in the world. We have both an intuitive system for ethical decision-making and a more deliberative one; relying on the former leads to less-ethical choices.
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By Daniel Kahneman. 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.
As the title would suggest, Kahneman breaks down thinking into 2 modes or systems. Slow thinking is the system that we normally think of as.
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Slow , Daniel Kahneman , the renowned psychologist and winner of the Nobel Prize in. No tags were found 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.
Stephen J. Gould . The most often-cited example of this fallacy originated with Amos Tversky and Daniel Kahneman.
У Бринкерхоффа отвисла челюсть. - Так почему… чего же он так долго ждал. - Потому что ТРАНСТЕКСТ никак не мог вскрыть этот файл. Он был зашифрован с помощью некоего нового алгоритма, с которым фильтры еще не сталкивались. Джаббе потребовалось почти шесть часов, чтобы их настроить. Бринкерхофф выглядел растерянным. - Стратмор был вне .
Мы говорим о математике, а не об истории. Соши замолчала. - Полезный груз? - предложил Бринкерхофф. - Количество жертв. Ущерб в долларах. - Нам нужна точная цифра, - напомнила Сьюзан.
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- Слово элемент имеет несколько значений. - Какие же, мистер Беккер? - спросил Фонтейн. Все остальные встретили слова Беккера недоуменным молчанием. - Элементы! - повторил Беккер.
И он знал про них. ГЛАВА 126 - Одна минута. Джабба посмотрел на ВР. Стремительно исчезал уровень авторизации файлов - последняя линия обороны.
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