Dan Kahneman Puzzles With Us

I have never tried very hard, but I am in a way surprised by the ambivalence about it that you encounter in organizations. My sense is that by and large there isn’t a huge wish to improve decision-making – there is a lot of talk about doing so, but it is a topic that is considered dangerous by the people in the organization and by the leadership of the organization. I’ll give you a couple of examples. I taught a seminar to the top executives of a very large corporation that I cannot name and asked them, would you invest one percent of your annual profits into improving your decision-making? They looked at me as if I was crazy; it was too much.

That is from an Edge interview.  We see a related disinterest in better decisions via decision markets.  Hat Tip Hamish Barney.

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