Common Causes of Very Bad Decisions · Collaborative Fund Italian psychologist Massimo Piattelli-Palmarini was once asked why people keep making the same mistakes. He said: Inattention, distraction, lack of interest, poor preparation, genuine stupidity, timidity, braggadocio, emotional imbalance, ideological, racial, social or chauvinistic prejudices, and aggressive or prevaricatory instincts. Let me add some more: Incentives can tempt good people to push the boundaries farther than they’d ever imagine. Tribal instincts reduce the ability to challenge bad ideas because no one wants to get kicked out of the tribe. Ignoring or underestimating the full range of potential consequences, especially tail events that seem rare but have catastrophic effects. Lots of little errors compound into something huge. An innocent denial of your own flaws, caused by the ability to justify your mistakes in your own head in a way you can’t do for others. Probability is hard. Underestimating the need for room for error, not just financially but mentally.
Science - News for Your Neurons Links to eTexts - History of Psychology The History of Psychology Links to Primary Source E-Texts on the Web Compiled by William J. House, Ph.D. Ancient Times --- The Christian Era --- The Renaissance --- The Enlightenment Modern American – Modern British -- Modern European Other Sites with Relevant Primary Source Literature Classics in the History of Psychology (Christopher Green, York University) George’s Page (The Mead Project, Brock University) Carrie (Full Text Electronic Library, University of Kansas) Celebration of Women Writers (Mary Mark Ockerbloom, University of Pennsylvania) Online Books (University of Pennsylvania) Hanover Historical Texts (Hanover College) Project Gutenberg Bartleby Bibliomania Mad Cybrarian Secular Web Online Library of Literature (Knowledge Matters Ltd.) Marxists Archive Internet Classics Archive Pirate Nietzsche Page Hanover Historical Texts Project (Hanover College) Akamac E-text Links Resource Pages for Biblical Studies (Volda University College, Norway) Please send your comments and suggestions to Dr.
Why You Need To Say 'No' At Work (Hint: Your Work Will Get Better) Here’s a familiar scenario: You’re up to your ears in projects. Despite this, your boss comes up with a new initiative and is asking you to spearhead it, knowing full well you’re already overloaded. You somehow ignore the internal screaming inside your head and, to your own disbelief, you hear yourself saying yes to this request. You may be a people pleaser, but there are a few psychological reasons why you always agree to help out a coworker, or rather, avoid turning down their requests—even when you already have a stacked to-do list. Seeking Approval Is Scientifically Proven Despite it looking like blatant self-sabotage, you are actually hardwired to say “yes” to requests, even if you don’t want to. This is because evolutionarily, it was beneficial for humans to live, hunt, and work together in large groups. As a result, humans (even as far back as hominids) learned to adopt behaviors that were agreeable to a group dynamic. Image source You Underestimate Your Own Workload D. O. C.
Mind Hacks Jubilothèque — Charcot collection The BUPMC keeps in the Bibliothèque de Neurosciences Jean-Martin Charcot, historical collections mainly constituted by J.M. Charcot's personal library (books, journals, theses and offprint collections, manuscripts, observations, neurological covering the second part of the XIXth century) to which is added the Salpêtrière Interns' library (books, journals, neurology and psychiatry theses thèses for the period 1900-1950). Part of these collections was digitized with the double aim of preserving the original documents and ensuring the valorization of collections notable for their iconography : manuscripts of lessons and observations by J.M. The collection has been enhanced with four sets of documents, selected among Charcot's library and the Salpêtrière Interns' library and reflecting the treasures of the library, as well as the work of Charcot's colleagues and successors :
Obvious Things That Are Easy To Ignore · Collaborative Fund “The world is full of obvious things which nobody ever observes,” says Sherlock Holmes. In a different scene he tells a friend while thinking about a crime: “It seems, from what I gather, to be one of those simple cases which are so extremely difficult.” Lots of things work like that. Learning from something has two parts: whether it’s important and whether it captures your attention. The number of things that check the first box but not the second are higher than any of us want. It’s not that the simple things are hidden. Two examples of obvious things that are easy to overlook in finance: 1. Former Goldman Sachs CEO Lloyd Blankfein is worth a billion dollars. Let’s assume there’s more than false modesty here. Blankfein is not even among the 10 richest people in his own apartment building. Spare Lloyd your tears, but pay attention to two things that affect all of us: People gauge their wellbeing relative to those around them. It’s been like that forever and for everyone. 2.
Project Implicit® - Take a Test Whichever IAT you do, we will ask you (optionally) to report your attitudes toward or beliefs about these topics, and provide some general information about yourself. These demonstrations should be more valuable if you have also tried to describe your self-understanding of the characteristic that the IAT is designed to measure. Also, we would like to compare possible differences among groups in their IAT performance and opinions, at least among those who decide to participate. Data exchanged with this site are protected by SSL encryption, and no personally identifying information is collected. Important disclaimer: In reporting to you results of any IAT test that you take, we will mention possible interpretations that have a basis in research done (at the University of Washington, University of Virginia, Harvard University, and Yale University) with these tests. I am aware of the possibility of encountering interpretations of my IAT test performance with which I may not agree.
documentsenmodetexte2 - histoirepsychologie ACH, Narziss (1871-1946) Oeuvres diverses de N. Ach - Fameux psychologue de l'école de Würzburg AZAM, Etienne Eugène (1822-1899) Azam, E. BALDWIN, James Mark (1861-1934) Baldwin, J. Baldwin, J. BEAUNIS, Henry (1830-1921) BELL, Charles (1774-1842) Bell, Ch. (1811). BINET, Alfred (1857-1911) BERNHEIM, Hippolyte (1840-1919) Bernheim, H. (1884). Bernheim, H. (1888). Bernheim, H. (1891). BERSOT, Ernest (1816-1880) Bersot, E. (1853). BROCA, Paul (1824-1880) Broca, P. (1861a). Broca, P. (1861b). Broca, P. (1861c). Broca, P. (1865). CABANIS, Pierre-Jean-Georges (1757-1808) Cabanis, P-J-G. Cabanis, P-J-G. Cabanis, P-J-G. (1844). CATTELL, James McKeen (1860-1944) Cattell, J. Cattell, J. CHARCOT, Jean-Martin (1825-1893) CHARCOT, Jean-Martin (1825-1893) Charcot, J. Charcot, J. DARWIN, Charles (1809-1882) Oeuvres diverses de DARWIN Darwin, Ch. (1859). Darwin, Ch. (1876). DELBOEUF, Joseph (1831-1896) Delboeuf, J. (1886). Delboeuf, J. (1889). DESTUTT de TRACY, A. Destutt de Tracy, A. DEWEY, John (1859-1952) Gall, F.
(3) des ressources aux résonances ... ou encore : 'de la soif de ressources à l'accueil des résonances'. (avec l'éclairage de Mon sieur Hartmut Rosa, que je remercie...) Deux temps -> deux rapports au monde et à soi (petit rappel de Mes sieurs Carl Jung et Thierry Tournebise, que je remercie...) Voici le processus d'Individuation d'un être humain : Depuis notre premier cri jusqu'à notre dernier souffle, notre structure psychique va devoir satisfaire deux types indispensables d’écoulements de flux : flux d’énergie, ici représenté en rouge, et flux de vie, représenté en bleu. Le flux d’énergie est caractérisé par le 'faire'. Le flux de vie est caractérisé par l’ 'être'. Le Soi est un archétype de Jung. Suivant les périodes de notre vie, différents challenges, ou crises, se présentent. Je vous invite maintenant à passer de la croissance d'un être humain à celle d'une société humaine, celle où nous évoluons depuis une petite poignée de centaines d'années... La soif de ressources Dommage... L'accueil des résonances à tout bien tôt .....
Posts - Research Blogging Locus de contrôle En psychologie de la santé, le lieu de maîtrise, parfois désigné par l'anglicisme lieu de contrôle (de l'anglais locus of control), est un concept proposé par Julian Rotter en 1954[1], qui décrit le fait que les individus diffèrent dans leurs appréciations et leurs croyances sur ce qui détermine leur réussite dans une activité particulière, ce qui leur arrive dans un contexte donné ou, plus généralement, ce qui influence le cours de leur vie. Le lieu de maîtrise se définit plus précisément comme « la tendance que les individus ont à considérer que les événements qui les affectent sont le résultat de leurs actions ou, au contraire, qu’ils sont le fait de facteurs externes sur lesquels ils n’ont que peu d’influence, par exemple la chance, le hasard, les autres, les institutions ou l’État »[2]. Il est aujourd'hui admis que le lieu de maîtrise est une dimension importante de la personnalité, relativement stable dans le temps[3]. Définition[modifier | modifier le code]
Morality Quiz/Test your Morals, Values & Ethics - Your Morals.Org