On Being Rational, Selfish, and Everything in Between

In his book Thinking, Fast and Slow, Daniel Kahneman explores the idea that people are not always rational. We like to think that we make decisions based on logic and reason, but our emotions often guide our choices. It reminds us that we are not in control of our lives.

The reality is that people are selfish. We are constantly trying to maximize our happiness, even if it means making choices that are not in our best interest. As an example, this is why dieting is so complex; we would rather eat the cake and worry about the consequences later. Kahneman's quote reminds us that our tastes are not stable. We may want to be healthy, but our willpower crumbles when faced with a delicious dessert. (I mean, who can ignore freshly baked chocolate chip cookies?!)

Kahneman's quote speaks to a universal truth: people are complex and often defy logic. We are driven by emotions and desires, making decisions in our best interest difficult. This drive isn't terrible; it would be boring if we were always rational! However, it is vital to be aware of our limitations so we can make choices that lead to a happy and fulfilling life.

According to Kahneman, the best way to combat these biases is with "system two thinking." This system is slower and more deliberative thinking than the snap judgments of "system one." For example, when making major purchasing decisions, we must take the time to carefully consider all options and evaluate them based on predetermined criteria. It can be challenging when faced with aggressive salespeople or emotional appeals, but if we can maintain our composure and think like rational economists, we will be in a much better position to get the best possible deal for our company.

Kahneman's ideas apply to the challenge of employee happiness. Just as people are not always rational or selfish, they are also not always happy with their current situation. Studies have shown that humans adapt quickly to positive and negative environmental changes. This adaptation is known as the "hedonic treadmill," which explains why people who win the lottery are no happier than before they won (and often end up worse off - which sounds insane, right?). The good news is that there are ways to fight the hedonic treadmill and increase employee satisfaction.

When we Feel, Act, and then Think, we allow our emotions to drive our behaviors. We need to rewire this tendency.

By understanding the biases influencing our decision-making, procurement professionals can negotiate better deals with suppliers and get more value for their companies. Similarly, managers can use this knowledge to create a happier workforce. In a rapidly changing world, it is more important than ever for organizations to stay ahead of the curve by adapting their strategies and policies accordingly. With Kahneman's Thinking, Fast and Slow, as our guide, we can make better decisions, improve organizational performance, and ultimately create a happier workplace.

Rewire your brain to Feel, THINK, and then Act. Separate your feelings from your actions.

Kahneman's quote reminds us that we are not as rational as we would like to believe. Instead, we are influenced by our emotions and desires, leading to choices outside of our best interests. However, this doesn't mean we should try to be entirely rational; after all, life would be pretty dull without some irrationality! So next time you decide, remember Kahneman's words and choose what will make you happy—even if it isn't the most logical choice.