
Why are we so predictably irrational? Dan Ariely's groundbreaking bestseller reveals how hidden psychological forces sabotage our decision-making. Endorsed by Charles Schwab, this mind-bending exploration has transformed business strategies worldwide. Discover why your brain's systematic biases might be costing you money every day.
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Have you ever driven across town to save $7 on a $25 pen, but wouldn't do the same to save $7 on a $455 suit? Or found yourself unable to resist a "Buy One Get One Free" offer even when you didn't need two items? These aren't random quirks - they're predictable patterns of irrationality that shape our decisions every day. Following a devastating accident where 70% of my body suffered third-degree burns, I gained an outsider perspective that made me question human behaviors I'd previously taken for granted. This tragedy sparked my journey into behavioral economics - the study of how we consistently make predictable errors in judgment that shape our decisions as consumers, businesspeople, and policymakers. What I discovered was both humbling and enlightening: our irrationality isn't random - it's systematic, repeatable, and most importantly, predictable. We rarely evaluate things in absolute terms. Instead, we judge options by comparing them to alternatives - a principle that marketers exploit brilliantly. Consider the Economist's peculiar subscription offer: an Internet-only subscription for $59, a print-only for $125, and a print-and-Internet combination also for $125. When I tested this on MIT students, 84% chose the combination package. But when I removed the useless print-only "decoy," only 32% chose the combination package. Nothing rational had changed, yet preferences dramatically shifted. This same principle appears everywhere in our lives. Williams-Sonoma boosted sales of their $275 bread maker by introducing a more expensive model that made the original seem like a bargain. The relativity trap extends beyond consumer choices to our very happiness. We constantly compare our salaries and achievements to others, which explains why publishing executive compensation led to skyrocketing CEO salaries - everyone suddenly felt underpaid compared to their peers. To fight this tendency, we must consciously choose smaller "circles" that boost our relative happiness rather than comparing ourselves to those who have more.
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Cree par des anciens de Columbia University a San Francisco
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