Advice for CFOs: Don’t Think Fast; When chief financial officers think too fast, they can get the company into a lot of trouble. Here’s how to slow down and avoid such problems, based on insights from Nobel laureate Daniel Kahneman
July 22, 2013 Leave a comment
July 21, 2013, 4:01 p.m. ET
When CFOs Think Fast…
…They may get the company into a lot of trouble. Here’s where they go astray—and how to avoid it.
HERSH SHEFRIN
Daniel Kahneman, in his best-selling book, “Thinking, Fast and Slow,” says there are basically two modes of thinking. Fast and slow. Fast thinking is intuitive, he says. It arises from experience and broad unconscious associations between ideas. Slow thinking, in contrast, relies on reason, analysis and deliberation. Both have their time and place. But the psychology professor and Nobel laureate in economics warns about the risks of too much fast thinking when thinking slowly would lead us to better decisions. Chief financial officers would do well to heed that advice. Too often, they take mental shortcuts, trusting their instincts instead of doing the math. And the results can be damaging to their companies’ shareholders, employees and customers. Here are some of the ways fast thinking leads CFOs astray, and a few suggestions as to how such problems can be avoided. Read more of this post









