People believe they make rational choices. They do not. They make fast, emotional choices and rationalise them afterwards. This is the science behind that.
38 articlesWhy people make irrational decisions, how behavioural economists study that, and what it means for you in practice.
Kahneman distinguishes two thinking systems. System 1 is fast and automatic. System 2 is slow and deliberate. Learn the difference.
A deep overview of the insights from Daniel Kahneman's landmark book, translated to the workplace.
The most important cognitive biases that influence decisions, collaboration and leadership in the workplace.
How people make decisions, which biases play a role, and how to design better decisions for yourself and your organisation.
Practical strategies for improving decision quality, based on insights from cognitive psychology.
The science of decision-making, from rational choice theory to prospect theory and nudging. A clear introduction.
Losses hurt roughly twice as much as equivalent gains feel good. How loss aversion blocks innovation, change and smart risk-taking.
We copy the behaviour of others, especially in uncertain situations. How social proof works and how to deploy it deliberately.
The same information, a different outcome. The framing effect determines how people experience choices. With concrete examples.
The same information leads to different decisions depending on how it is presented. How framing shapes negotiations, feedback and strategy.
The first number, offer or idea you encounter disproportionately shapes every subsequent judgement. How anchoring distorts decisions.
The anchoring effect shapes negotiations, salaries and assessments. Learn how to recognise and strategically use it.
We overvalue immediate rewards and discount future benefits. How present bias sabotages long-term goals and strategic planning.
People prefer things to stay as they are, even when change would make them better off. The hidden force behind failed transformations.
We keep investing in failing projects because of what we already spent. How the sunk cost fallacy traps organisations in bad decisions.
You unconsciously seek information that confirms what you already believe. How confirmation bias sabotages hiring, strategy and decisions.
Negative experiences carry more weight than positive ones. How negativity bias shapes feedback, team morale and change communication.
We systematically overestimate positive outcomes and underestimate risks. How optimism bias derails project timelines and planning.
Those who know least are often the most confident. How the Dunning-Kruger effect undermines team performance and decision quality.
One positive trait colours your judgement of everything else. How the halo effect distorts performance reviews, hiring and leadership.
After an event, we believe we knew it all along. How hindsight bias distorts evaluations, accountability and learning from mistakes.
People adopt behaviours and beliefs because others do. How the bandwagon effect shapes team dynamics and organisational culture.
People overvalue what they already own. How the endowment effect creates resistance to reorganisation and letting go of legacy systems.
We judge probability by how easily examples come to mind. How the availability heuristic systematically skews risk assessments.
Social norms are the invisible rules that determine what is normal. How to recognise them and deploy them deliberately.
People behave according to the groups they belong to. How social identity shapes decisions and behaviour in organisations.
People feel a strong urge to return what they receive. How reciprocity drives relationships and collaboration.
What is scarce, we want more. How the scarcity principle drives behaviour in marketing, negotiations and decision-making.
The quality of decisions deteriorates after a long series of choices. How decision fatigue affects managers, recruiters and knowledge workers.
We remember experiences by their peak and their end, not their average. How to design better meetings, training and customer journeys.
Chunking is grouping information into meaningful units. The cognitive technique behind effective communication and learning.
When your actions contradict your beliefs, something has to give. How cognitive dissonance drives resistance to change and rationalisation.
Dark patterns are design choices that lead users to do something against their own interest. Learn to recognise them.
Metaphors are one of the most powerful cognitive tools. How they work in communication, leadership and behaviour change.
How to evaluate claims, recognise reasoning errors, and make decisions based on evidence rather than feeling.
Once you know something, you cannot imagine not knowing it. How the curse of knowledge derails communication and onboarding.
How behavioural economics and psychology overlap, differ, and together form the foundation for Behavioural Design.