Archivio per ottobre 2014



31
Ott
14

Daniel Kahneman Explains The Machinery of Thought | Farnam Street

Daniel Kahneman dissects the machinery of thought into two agents, system 1 and system two, which respectively produce fast and slow thinking.

Source: www.farnamstreetblog.com

See on Scoop.itBounded Rationality and Beyond

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31
Ott
14

Daniel Kahneman Explains The Machinery of Thought | Farnam Street

See on Scoop.itBounded Rationality and Beyond

Daniel Kahneman dissects the machinery of thought into two agents, system 1 and system two, which respectively produce fast and slow thinking.

See on farnamstreetblog.com

31
Ott
14

Introduction to Cognitive Bias – YouTube

https://www.youtube.com/v/hYxXwbsN3Lw?fs=1&hl=fr_FR

“ RT @alphaarchitect: Introduction to Cognitive Bias: http://t.co/pyNbXNyaqe via @YouTube”

Source: www.youtube.com

See on Scoop.itMindfull Decision Making

31
Ott
14

Introduction to Cognitive Bias – YouTube

See on Scoop.itMindfull Decision Making

“ RT @alphaarchitect: Introduction to Cognitive Bias: http://t.co/pyNbXNyaqe via @YouTube”

See on youtube.com

31
Ott
14

La décision dans un monde VICA (1/2)

Automne 1941. L’amiral américain Husband E. Kimmel,  commandant en chef de la flotte du Pacifique, a réuni son état-major. Les nouvelles sont mauvaises : la flotte japonaise a disparu et nul ne connaît ses intentions. Sont-elles belliqueuses ? Faut-il mobiliser l’armée des Etats-Unis qui ne sont pas encore en guerre ? Confusion, incertitudes, enjeux majeurs – la base de décision de l’Amiral n’est pas très confortable, aussi exhorte-t-il son état-major à « craquer le code radio des japonais » pour enfin savoir, afin qu’il puisse prendre « la meilleure des décisions ».

Source: www.comitans.ch

Premier de 2 articles sur la décision dans l’incertitude, publiés dans le Bulletin de la Société Fribourgeoise des Officiers.

See on Scoop.itMindfull Decision Making

31
Ott
14

Are Women Better Decision Makers? – NYTimes.com

RECENTLY, Senator Kirsten Gillibrand of New York said that if we want to fix the gridlock in Congress, we need more women. Women are more focused on finding common ground and collaborating, she argued. But there’s another reason that we’d benefit from more women in positions of power, and it’s not about playing nicely.

Neuroscientists have uncovered evidence suggesting that, when the pressure is on, women bring unique strengths to decision making.

Mara Mather, a cognitive neuroscientist at the University of Southern California, and Nichole R. Lighthall, a cognitive neuroscientist now at Duke University, are two of the many researchers who have found that under normal circumstances, when everything is low-key and manageable, men and women make decisions about risk in similar ways. We gather the best information we can, we weigh potential costs against potential gains, and then we choose how to act. But add stress to the situation — replicated in the lab by having participants submerge their hands in painfully cold, 35-degree water — and men and women begin to part ways.

Source: mobile.nytimes.com

See on Scoop.itBounded Rationality and Beyond

31
Ott
14

Are Women Better Decision Makers? – NYTimes.com

See on Scoop.itBounded Rationality and Beyond

RECENTLY, Senator Kirsten Gillibrand of New York said that if we want to fix the gridlock in Congress, we need more women. Women are more focused on finding common ground and collaborating, she argued. But there’s another reason that we’d benefit from more women in positions of power, and it’s not about playing nicely.

Neuroscientists have uncovered evidence suggesting that, when the pressure is on, women bring unique strengths to decision making.

Mara Mather, a cognitive neuroscientist at the University of Southern California, and Nichole R. Lighthall, a cognitive neuroscientist now at Duke University, are two of the many researchers who have found that under normal circumstances, when everything is low-key and manageable, men and women make decisions about risk in similar ways. We gather the best information we can, we weigh potential costs against potential gains, and then we choose how to act. But add stress to the situation — replicated in the lab by having participants submerge their hands in painfully cold, 35-degree water — and men and women begin to part ways.

See on mobile.nytimes.com




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