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[Overchoice takes place when] the advantages of diversity and individualization are canceled by the complexity of buyer's decision-making process. — From Alvin Toffler , Future Shock , 1971 Overchoice or choice overload [ 1 ] is the paradoxical phenomenon that choosing between a large variety of options can be detrimental to decision making ...
My parents were incredibly involved in my childhood and made sure I had endless opportunities. I'm 27 years old and constantly fight with my parents about my decisions.
Predictably Irrational: The Hidden Forces That Shape Our Decisions is a 2008 book by Dan Ariely, in which he challenges readers' assumptions about making decisions based on rational thought. Ariely explains, "My goal, by the end of this book, is to help you fundamentally rethink what makes you and the people around you tick.
An antonym is one of a pair of words with opposite meanings. Each word in the pair is the antithesis of the other. A word may have more than one antonym. There are three categories of antonyms identified by the nature of the relationship between the opposed meanings.
One of the earliest measures of self-confidence used a 12-point scale, ranging from a minimum score characterizing someone who is "timid and self-distrustful, shy, never makes decisions, self-effacing" to a maximum score characterizing someone who is "able to make decisions, absolutely confident and sure of his own decisions and opinions". [13]
One way of thinking holds that the mental process of decision-making is (or should be) rational: a formal process based on optimizing utility. [1] Rational thinking and decision-making does not leave much room for strong emotions. [2] In fact, emotions are often considered irrational occurrences that may distort reasoning. [3]
The fifth component refers to the defeat of the group leader to poor decision making in order to avoid making similar decisions in the future. There are several factors that may indicate the presence of the Abilene Paradox in the decision-making process: [4] Leaders who publicly do not fear the unknown. Such arrogance leads them to go along as ...
The New York Times called it an "idea book," a "riveting" analysis of how skilled long-term thinkers approach decisions that, unlike a typical business book, does not prescribe "easy formulas" for how one would make decisions about "the grand moments that shape our futures."