We are far too willing to reject the belief that much of what we see in life is random.

Experts don't know exactly where the boundaries of their expertise are.

When you are under time pressure for a decision, you need to follow intuition.

When people think of the outcomes of their decisions, they think much more short term than that. They think in terms of gains and losses.

The premise of this book is that it is easier to recognize other people's mistakes than your own.

We have no reason to expect the quality of intuition to improve with the importance of the problem. Perhaps the contrary: high-stake problems are likely to involve powerful emotions and strong impulses to action.

When action is needed, optimism, even of the mildly delusional variety, may be a good thing.