Sublime

Identity greatly influences our behavior. People tend to align their actions with how they see themselves.

when people believe a conclusion is true, they are also very likely to believe arguments that appear to support it, even when these arguments are unsound.

It was built around two interrelated ideas that have been at the core of my whole intellectual activity: (1) human beings are able to achieve only a very bounded rationality, and (2) as one consequence of their cognitive limitations, they are prone to identify with subgoals.

This is behavioral science, and part of science is a willingness to be wrong. That’s why good managers reward invalidating an insight as much as validating one.

First, there is the fundamental overattribution error we met in the first chapter.

predisposed to show more empathy for people inside our in-group and are indifferent to adversity experienced by those in out-groups.

The social psychologist John Bargh has an elegant demonstration of the ways fear can affect political ideology.

Presented with a choice between A, B, C and D, we get very busy on the relative merits of each rather than suggesting a context-appropriate E.

“naturalistic decision making” (NDM) model of expertise;