Quotes About Judgment

What other people think of me is not my business.

Confirmation bias," he'd heard this called. The human mind was just bad at seeing things it did not expect to see, and a bit too eager to see what it expected to see. "Confirmation bias is the most insidious because you don't even realize it is happening," he said. A scout would settle on an opinion about a player and then arrange the evidence to support that opinion. "The

Men in general judge more by the sense of sight than by the sense of touch, because everyone can see but only a few can test by feeling. Everyone sees what you seem to be, few know what you really are; and those few do not dare take a stand against the general opinion. —Niccolò Machiavelli, The Prince

Foolish names and foolish faces often appear in public places.

Stigmas speak to the idea of difference and how difference shames us and those we know.

Meriwether spent his entire day avoiding dumb bets, and he wasn't about to accept this one.

Because metaphors are vivid and memorable, and because they are not readily subjected to critical analysis, they can have considerable impact on human judgment even when they are inappropriate, useless, or misleading," said Amos. "They replace genuine uncertainty about the world with semantic ambiguity. A metaphor is a cover-up.

What people remember about the past, they suggested, is likely to warp their judgment of the future. "We often decide that an outcome is extremely unlikely or impossible, because we are unable to imagine any chain of events that could cause it to occur. The defect, often, is in our imagination."¶ The

They actually spent time wondering how people who had been so sensationally right (i.e., they themselves) could preserve the capacity for diffidence and doubt and uncertainty that had enabled them to be right. The more sure you were of yourself and your judgment, the harder it was to find opportunities premised on the notion that you were, in the end, probably wrong. The

Stories people told themselves were biased by the availability of the material used to construct them...what people remember about the past, [Kahneman and Tversky] suggested, is likely to warp their judgement of the future. We often decide that an outcome is extremely unlikely or impossible, because we are unable to imagine any chain of events that could cause it to occur. The defect, often, is in our imagination.

They would learn to evaluate a decision not by its outcomes--whether it turned out to be right or wrong--but by the process that led to it. The job of the decision maker wasn't to be right but to figure out the odds in any decision and play them well.

Los sujetos no elegían entre cosas. Elegían entre descripciones de cosas.

human imagination is a poor tool for judging risk. People are really good at responding to the crisis that just happened, as they naturally imagine that whatever just happened is most likely to happen again. They are less good at imagining a crisis before it happens—and taking action to prevent it.

Both had trouble generating conviction of their own but no trouble at all reacting to what they viewed as the false conviction of others.

Once, he got himself invited to a meeting with the CEO of Bank of America, Ken Lewis. "I was sitting there listening to him. I had an epiphany. I said to myself, 'Oh my God, he's dumb!' A lightbulb went off. The guy running one of the biggest banks in the world is dumb!

After seeing a movie that dramatizes nuclear war, they worried more about nuclear war; indeed, they felt that it was more likely to happen. The sheer volatility of people's judgement of the odds--their sense of the odds could be changed by two hours in a movie theater--told you something about the reliability of the mechanism that judged those odds.

Amos liked to say that if you are asked to do anything—go to a party, give a speech, lift a finger—you should never answer right away, even if you are sure that you want to do it. Wait a day, Amos said, and you'll be amazed how many of those invitations you would have accepted yesterday you'll refuse after you have had a day to think it over.

People did not choose between things. They chose between descriptions of things.

Historical Interpretation: Judgment Under Uncertainty," Amos had called it. With a flick of the wrist, he showed a roomful of professional historians just how much of human experience could be reexamined in a fresh, new way, if seen through the lens he had created with Danny.

The way to stop the captain from landing the plane in the wrong airport, Amos insisted, was to train others in the cockpit to question his judgment.

The difference between being very smart and very foolish is often very small.

It's really hard to know when you're lucky and when you're smart.

In making predictions and judgments under uncertainty," they wrote, "people do not appear to follow the calculus of chance or the statistical theory of prediction. Instead, they rely on a limited number of heuristics which sometimes yield reasonable judgments and sometimes lead to severe and systematic error.

The passage of time allowed for him and everyone else to see that the blame that had been assigned to an individual was more fairly bestowed on a situation.