Kahneman, Daniel

"Good decision-making requires separating what we want to be true from what is actually true."

"Overconfidence is a more dangerous bias than underconfidence."

"The stories we tell ourselves about our lives are not accurate records of events."

"Memory is not like a video camera; it's a reconstruction that changes over time."

"Regression to the mean means that extreme outcomes are usually followed by more moderate ones."

"We judge people as a whole, not by their individual qualities."

"The illusion of understanding is one of the most dangerous biases we have."

"Statistical thinking is not natural; we are built for narrative thinking."

"Cognitive biases are not flaws—they are features of how our minds work efficiently."

"We are quick to invent explanations for events we don't actually understand."

"The halo effect makes us assume that people who are good at one thing are good at everything."

"Choice architecture shapes decisions more than we realize."

"The mind automatically fills in gaps with assumptions."

"Luck plays a larger role in success than we're willing to admit."

"We are better at recognizing our biases in others than in ourselves."

"The myside bias leads us to defend our positions even when evidence contradicts them."

"Words matter because they activate different ways of thinking."

"Narrow framing leads to poor decisions because it ignores important context."

"The peaks-and-ends rule determines how we remember experiences."

"We are overconfident in the accuracy of our beliefs and predictions."

"Priming effects show that subtle cues influence our thinking without our awareness."

"The conjunction fallacy reveals that we prefer specific stories to general probabilities."

"Representativeness heuristic makes us judge probability by how typical something seems."

"We feel the pain of losses about twice as intensely as the pleasure of gains."

"The norm of reciprocity makes us want to return favors, whether rational or not."

"Most of what we call intuition is pattern recognition."

"We are more influenced by sunk costs than we should be rationally."

"The illusion of control leads us to overestimate our influence on outcomes."

"Groupthink happens because we want to belong more than we want to be right."

"Fast thinking is necessary, but it's often wrong."