Sublime

People rarely hit the undo button, particularly on expensive decisions, public decisions, or decisions where tribal affiliation is at stake.

Satisfaction comes not from chasing bigger and bigger things, but paying attention to smaller and smaller things.

people have a general tendency to stick with their current situation.

We are not omniscient, rational optimizers, says Simon. Rather, we are blundering “satisficers,” attempting to meet (satisfy) our needs well enough (sufficiently) before moving on to the next decision.11 We do our best to further our own nearby interests in a rational way, but we can take into account only what we know. We don’t know what others ar

But it can also go the other way. What economics has missed is that adding an incentive—a fine or a bonus—may be subtracting something else, the individual’s sense of responsibility, or obligation, or intrinsic pleasure.

until either a choice is made or the set is narrowed down enough to switch over to a compensatory evaluation of the finalists.

The more we feel our value is at risk, the more energy we spend defending it and the less energy we have available to create value.

Barry Schwartz a appelé ce phénomène «le paradoxe du choix210»: on valorise le choix et on cherche à se mettre en position de choix même si au final les choix diminuent notre bonheur. Mais Schwartz et ses collègues211 ont également découvert que ce paradoxe s’applique principalement aux gens qu’ils appellent «maximiseurs», des gens qui évaluent tou