There are domains in which expertise is not possible. Stock picking is a good example. And in long-term political strategic forecasting, it's been shown that experts are just not better than a dice-throwing monkey.

That's one of the real dangers of leader selection in many organizations: leaders are selected for overconfidence.

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

Many people will admit that they made a mistake [putting money in dot-coms or telecoms at their peak] But that doesn’t mean that they’ve changed their mind about anything in particular. It doesn’t mean that they are now able to avoid that mistake.

It's clear that policymakers and economists are going to be interested in the measurement of well-being primarily as it correlates with health; they also want to know whether researchers can validate subjective responses with physiological indices.

Political columnists and sports pundits are rewarded for being overconfident.

The experiencing self lives its life continuously. It has moments of experience, one after the other.