Daniel Kahneman

And the fact that people can choose the sources of information.

Well, in the first place, I think, you know, you shouldn't expect too much.

Not too low expectations.

You shouldn't think too young.

You should have low expectations about improving decisions.

I mean, there is, you know, one basic rule is slow down, especially if you have that immediate conviction, slow down.

There are procedures, you know, there are ways of reaching better decisions, reaching better governance, and we can talk about them.

If you really want to improve the quality of decision-making, use algorithms.

I mean, wherever you can.

If you can replace judgments by rules and algorithms, they'll do better.

There's big social costs to trusting, allowing algorithm to make decisions, but the decisions will likely to be better.

So that's one thing.

If you can't use algorithms...

then you slow yourself down.

And then there are things that you can do for certain types of problems, and there are different types of problems.

So one class of problems are forecasting problems.

A friend, Phil Tetlock, you know, has that book on...

super forecasters where he identifies with people who are good at forecasting the future, what they do that makes them good.

And, you know, he tries to train people and he can improve people.

So that's one class of problem.