Emotional Self-defense for Sensitive People (Pt 5): Intimidation
Posted on28 Jul 2011
Tagsprove, defense mechanism, emotional self defense, Emotional Self Defense Series, emotions, innate, intimidation, logic, passion, quantity, rationale, reason, sensitive people, sensitivity, situational awareness, subconscious
Comments5
One aspect of sensitivity that I find challenging to explain to sensitive people is their natural intimidation of other people. As we... Read More
Information You Know Is Wrong Still Influences You
Posted on21 Jul 2011
TagsThoughts, dice, anchoring, Before You Make That Big Decision, cognition, Dan Lovallo, Daniel Kahneman, decisions, gossip, Harvard Business Review, Influence, information, intuition, judges, Olivier Sibony, pigeonholing, planting a seed, psychology, rationale, subconscious, Talent
Comments0
Previously, I listed some unconscious biases we have in decision-making. What I witness is that people just don’t believe that known wrong... Read More
Emotional Self-defense for Sensitive People (Pt 2): The Unconscious
It’s difficult to defend yourself emotionally as a sensitive person without understanding the unconscious. People interpret their worlds on two levels: conscious... Read More
Osama bin Laden’s Death: Intuitive Problem-solving Lesson
Posted on05 May 2011
TagsAl-Qaida, technology, problem solving, PBS NewsHour, Osama bin Laden, military, logic, intuition, intelligence, humans, emotions, deviation, organizational culture, consistency
Comments0
After watching PBS NewsHour’s analysis, “What’s Next for U.S. Military in Fight Against Al-Qaida?” which aired on Monday, May 2, 2011, I... Read More
People Believe Their Perceptions Over Facts
Posted on28 Apr 2011
Tagsbehavior, California State University, change, education, facts, H.L. Mencken, Kimberly Nalder, leadership, logic, people, perception, Sacramento, statistics, The Economist
Comments9
We often hear, “People will believe what they want to believe,” the Henry Louis Mencken quote. We also find that people will... Read More
Leadership vs. Management: The Difference (Part III)
Leadership is about people, and management about things. Management will tend to objectify people as resources (i.e. human resources) and rely more... Read More
Efficient Markets are Mirages
Posted on31 Jan 2011
Tagsbehvioral economics, beliefs, economic bubbles, efficient market hypothesis, Elroy Dimson, EMH, financial markets, fundamental analysis, investing, London Business School, Mike Staunton, momentum effect, neoclassical economics, Paul Marsh, power behind beliefs, The Economist, Why Newton Was Wrong
Comments0
Emotions drive human decision-making, a key assumption behind the effectiveness of intuitive approaches. However, mainstream economic theory – as represented by neoclassical... Read More
Accounting for Unconscious Biases in Your Decision Making?
Posted on16 Dec 2010
Tagsabilities, behavioral economics, budgets, Dan Lovallo, decisions, dissent, diversity, economics, leadership, management, McKinsey & Company, Olivier Sibony, optimism, self-interest, uncertainty, unknown
Comments0
The article, The Case for Behavioral Strategy, (PDF) by Dan Lovallo and Olivier Sibony* from the March 2010 McKinsey Quarterly states: Once... Read More
Don’t Like Your Boss, CEO, Owner? Your Job is at Risk
Posted on06 Dec 2010
Comments5
People are always looking for ways to ensure their jobs, more so today. As we’ve seen, the people who only focus on... Read More
What Consumer Psychology Teaches Us About Problem Solving
Posted on27 Sep 2010
TagsHow Concepts Affect Consumption, business, buying habits, change, cognition, competitive, consumer, cost-benefit, Dan Ariely, decisions, drugs, emotions, expectations, goal setting, Harvard Business Review, brain, intuition, keeping up with the Joneses, low-cost, Michael I. Norton, objective, peer pressure, people, price, problem solving, psychology, rationale, rewards, teach, anticipatory, beverages
Comments0
We often anticipate and rationalize people’s decisions using a cost-benefit analysis. This perspective frequently leads to erroneous conclusions and restricts problem-solving capabilities.... Read More
