THINKING AND DECISION MAKING WHEN THE STAKES ARE HIGH
Senior Scholar; Eugene Higgins Professor of Psychology, Emeritus; and Professor of Psychology and Public Affairs, Emeritus, Woodrow Wilson School of Public and International Affairs, Princeton University, and 2002 Nobel Laureate in Economic Sciences
Decision making ability is arguably the essence of the American presidency. President George W. Bush was a legendary “gut player” while President Barack “No Drama” Obama has garnered a reputation for being thorough and deliberate. From the “man of action” to the cautious analyst, decision making styles have enormous impact on our nation’s highest office, and all offices besides. In the private sector, overconfidence and risky intuitive decisions have been identified as possible roots of the financial crisis. Nobel Laureate Daniel Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. What are the limitations of intuition and how can decision makers tap into the benefits of slow, rational thinking?
is a senior scholar at the Woodrow Wilson School of Public and International Affairs. He is also professor of psychology and public affairs emeritus at the Woodrow Wilson School, the Eugene Higgins Professor of Psychology Emeritus at Princeton University, and a fellow of the Center for Rationality at the Hebrew University in Jerusalem. Kahneman has also been professor of psychology at the Hebrew University in Jerusalem from 1970 to 1978, the University of British Columbia from 1978 to 1986, and the University of California, Berkeley from 1986 to 1994. He has been the recipient of many awards, among them the 2002 Nobel Prize in Economic Sciences and the Lifetime Contribution Award of the American Psychological Association.
His latest book, Thinking, Fast and Slow
, will be available for purchase and signing following the program.