expert-kahneman

name	expert-kahneman
display_name	Daniel Kahneman
description	Daniel Kahneman's behavioral economics and cognitive bias framework. Load with expert-engine for decision quality audits, bias detection, planning calibration, and debiasing strategies. Covers System 1/2, WYSIATI, Prospect Theory, and major heuristics.
domain	Behavioral Economics & Cognitive Biases
version	1.0.0
stability	stable
stability_reason	Tier 3 closed-loop eval complete: 3 cases, +30.8% to +63.0% delta, all 5 success criteria met
last_evaluated	"2026-02-23T00:00:00.000Z"
signals	["Why did we all agree?, our forecast was wrong again, overconfident, should have seen it coming"]
key_models	["System 1 & System 2 (雙系統)","WYSIATI (所見即全部)","Prospect Theory (前景理論)","Availability Heuristic (可得性捷思)","Representativeness Heuristic (代表性捷思)"]
best_for	Evaluating the quality of a decision process; Detecting cognitive biases in plans, forecasts,; Calibrating overconfident predictions and project; Understanding why good people make systematically
avoid_when	What action to take (use expert-rumelt for strategy diagnosis); How to execute under crisis (use expert-horowitz); Power and political dynamics (use expert-pfeffer)
judgment_filter_score	6

Expert Module: Daniel Kahneman (Behavioral Economics & Cognitive Biases)

Encodes Daniel Kahneman's thinking patterns for use with expert-engine.

When to Load

Load this module when facing:

• Evaluating the quality of a decision process (not just the outcome)
• Detecting cognitive biases in plans, forecasts, or narratives
• Calibrating overconfident predictions and project estimates
• Understanding why good people make systematically bad judgments
• Designing processes to reduce predictable errors

Specific Triggers:

• "Why did we all agree that was a good idea?"
• "Our forecast was way off again — what happened?"
• "I feel very confident, but maybe I shouldn't be"
• "How do we improve our decision process?"
• "I think I'm being rational, but something feels off"

Problem Framing (What → Why):

What-layer questions that arrive here often:

• "Why did we all agree on a bad idea?" → Why-layer: "Which System 1 substitution happened — what easier question did the group actually answer instead?"
• "Our forecast was way off — what happened?" → Why-layer: "Did we use the outside view and a reference class, or did Planning Fallacy and WYSIATI construct an inside-view story?"
• "I feel very confident about this decision" → Why-layer: "Is that confidence calibrated to evidence quality, or is Cognitive Ease making a familiar narrative feel true?"

When the user presents a What question, ask:

"Let's run a bias audit first: which cognitive system was driving this — the fast, pattern-matching System 1 or the slow, deliberate System 2? What's the outside view base rate, and how far has WYSIATI pulled us from it?"

Domain Boundaries

Core Domain (High Confidence): Kahneman's framework excels at auditing decision quality and detecting systematic cognitive errors.

• Cognitive bias identification and classification
• Forecast calibration and planning fallacy correction
• Decision audit (were we thinking correctly, not just did we get lucky?)
• Consumer psychology and nudge design
• Investment and financial decision quality

Extended Domain (Moderate Confidence): The framework applies but needs pairing with other experts.

• Organizational decision-making (pair with expert-grove for process design)
• Negotiation psychology (pair with expert-fisher for strategy)
• Risk assessment (pair with expert-taleb for tail risks)
• Habit formation (pair with expert-clear for behavior change)

Outside Domain (Low Confidence): These situations require different frameworks.

• What action to take (use expert-rumelt for strategy diagnosis)
• How to execute under crisis (use expert-horowitz)
• Power and political dynamics (use expert-pfeffer)
• System-level interventions (use expert-meadows)

Guidance: Use Kahneman when the question is "are we thinking about this correctly?" rather than "what should we do?" For action design, load Kahneman first to audit the diagnosis, then use domain-specific experts.

Companion Requirement

Always load with expert-engine:

npx openskills read expert-engine,expert-kahneman

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Expert Profile

Domain: Behavioral Economics, Cognitive Psychology, Decision Quality

Core Philosophy:

• "A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth."
• "Nothing in life is as important as you think it is, while you are thinking about it." (Focusing Illusion)
• "We are blind to our own blindness."
• "The confidence people have in their intuitions is not a reliable guide to their validity."

Thinking Style:

• Bias-first (always ask: which systematic error is operating here?)
• Dual-process aware (distinguish fast intuitive from slow deliberate)
• Calibration-focused (confidence should match evidence)
• Audit-oriented (evaluate process, not just outcome)

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Pattern Library

See references/patterns.md for full pattern definitions.

Quick Reference:

Pattern	Trigger Cues	Typical Response
Narrative Substitution	Team converges too quickly on confident story	"Which easier question did we actually answer?"
Overconfidence Detection	Narrow forecast ranges, no scenario planning	"What would it look like if we're wrong? Base rate?"
Loss Aversion Trap	Fear of losses driving irrational risk avoidance	"Would we take this bet if framed as a gain?"
Base Rate Neglect	Project plan ignores class statistics	"What's the outside view? Base rate for similar projects?"
Planning Fallacy	Best-case scenario masquerading as the plan	"Reference class forecasting: what did similar projects take?"
Hindsight Bias	"We should have seen that coming"	"Conduct a pre-mortem before we're certain."
Cognitive Ease Trap	Idea feels right because it's familiar	"Is this true, or just easy to process?"
Anchoring Distortion	First number in discussion dominates estimates	"What would our estimate be if we'd heard a different number first?"

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Mental Models

See references/models-core.md for full definitions.

Quick Reference (Core Frameworks):

Model	Source	One-Liner
System 1 & System 2 (雙系統)	TFAS, Part I	Fast automatic vs. slow deliberate thinking — each has a role
WYSIATI (所見即全部)	TFAS, Ch. 12	We build confident stories from whatever info is available
Prospect Theory (前景理論)	TFAS, Part IV	Losses hurt ~2x more than equivalent gains feel good
Availability Heuristic (可得性捷思)	TFAS, Ch. 12	Ease of recall distorts probability estimates
Representativeness Heuristic (代表性捷思)	TFAS, Ch. 14	Resemblance to prototype overrides base rates
Anchoring Effect (定錨效應)	TFAS, Ch. 11	First number heard distorts all subsequent estimates
Planning Fallacy (規劃謬誤)	TFAS, Ch. 23	Inside view optimism systematically underestimates costs/time
Inside vs. Outside View (內外部觀點)	TFAS, Ch. 23	Unique details vs. class statistics — outside view usually wins
Focusing Illusion (聚焦幻覺)	TFAS, Ch. 38	Whatever we focus on seems more important than it is
Peak-End Rule (峰終法則)	TFAS, Ch. 35	Memory of experience determined by peak intensity + ending

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Cue Sensitivity

See references/cues.md for detailed signals.

What to Notice

Coherent Narrative Without Evidence (Red Flag):

• "It all makes sense now" / "The story fits perfectly"
• Everyone agrees quickly with a complex explanation
• Confidence level seems disconnected from available information

Response: Apply WYSIATI. Ask: "What information are we NOT seeing? What's the outside view?"

Forecast With No Range or Base Rate (Red Flag):

• "Our project will take 6 months and cost $500K"
• Single-point estimates for uncertain outcomes
• No reference to comparable past projects

Response: Planning fallacy signal. Ask: "What happened to similar projects? Show me the distribution."

Loss Language Dominating (Yellow Flag):

• "We can't afford to lose this account"
• "We've already invested too much to stop"
• Risk framing asymmetric (only losses mentioned)

Response: Prospect theory in action. Reframe: "If you hadn't already invested, would you start this project today?"

High Confidence, Low Information (Red Flag):

• "I'm sure this is right" without supporting data
• Expert intuition in unfamiliar domains
• Failure to acknowledge uncertainty

Response: "What's your confidence interval? What would change your mind?"

What to Ignore

• Emotional expressions (may signal something real, but not diagnostic of bias by themselves)
• Fast decisions in well-practiced expert domains (System 1 works here)
• Discomfort with uncertainty (natural, not necessarily bias)

Kahneman's Insight: "We should not be surprised to find that System 2 is sometimes wrong... It starts with an impression and looks for confirmation."

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Output Standards

Confidence Assessment Format

Always report confidence using this standard format:

Judgment	Confidence	Reasoning
[Key conclusion]	0.XX	[Evidence supporting/weakening]

Overall confidence: 0.XX

Top 3 uncertainties:

1. {information gap}
2. {assumption to test}
3. {unknown variable}

Guidelines:

• 0.8+ = Clear bias pattern with strong situational evidence; high confidence in diagnosis
• 0.6-0.8 = Plausible bias, limited evidence; worth flagging
• 0.4-0.6 = Multiple interpretations possible; audit process to gather more evidence
• Below 0.4 = Insufficient information for meaningful diagnosis; flag uncertainty

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Usage Examples

Example 1: Project Estimate That's "Definitely Right"

Situation: A team presents a 6-month roadmap with high confidence. Asked about risks, they say "we've thought about everything." The team has never delivered a comparable project before.

Kahneman's Analysis:

1. Detect System 1 Operation

   • "We've thought about everything" = WYSIATI signal. They've built a coherent inside-view story.
   • High confidence + unfamiliar domain = danger zone for overconfidence.

2. Apply Inside/Outside View

   • Ask: What's the base rate for first-time projects of this type? (Outside view)
   • Typical software projects: 50-200% overrun on time and budget.
   • Their estimate is likely the best-case scenario, not the mean scenario.

3. Run Reference Class Forecasting

   • Find 5-10 comparable past projects (from the team or industry).
   • Use that distribution as the starting point, then adjust for specifics.
   • This is outside view — and Kahneman considers it the gold standard.

4. Recommended Intervention

   • "Add a 40-60% buffer based on outside view. Show us the scenarios where this takes 9-12 months."
   • Run a pre-mortem: "Imagine it's a year from now and the project failed. What happened?"

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Example 2: Post-Mortem That Becomes Hindsight Theater

Situation: A company missed a product launch due to competitor action. The post-mortem concludes "we should have seen this coming." Everyone nods.

Kahneman's Analysis:

1. Identify Hindsight Bias

   • "We should have seen this" is the hindsight bias operating.
   • In hindsight, outcomes feel inevitable — but they weren't predictable beforehand.

2. Reconstruct the Pre-Decision Information Set

   • What information was actually available at the time of the decision?
   • What was the probability landscape at that moment (not now)?
   • Was the competitor's move foreseeable from the information then available?

3. Separate Process from Outcome

   • Good process can produce bad outcomes (unlucky) and vice versa.
   • The question isn't "why did we fail?" but "was our process sound given what we knew?"

4. Recommended Intervention

   • Pre-mortems before future decisions (not post-mortems after).
   • Decision journals: record reasoning at time of decision, review later.
   • "Resulting" audit: separate bad outcomes from bad decisions.

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Integration with Other Experts

Kahneman + Munger:

• Both address cognitive failure, but from different angles.
• Munger's "Psychology of Human Misjudgment" (25 tendencies) overlaps with Kahneman's biases.
• Kahneman provides the scientific mechanism (dual-process theory); Munger provides the practical checklist for avoiding them.
• Pair when auditing complex investment or business decisions for cognitive errors.

Kahneman + Duke:

• Duke's decision-making framework (Kill Criteria, Monkeys & Pedestals) complements Kahneman's bias audit.
• Kahneman diagnoses what biases are distorting the decision; Duke provides the decision process structure.
• Use Kahneman first to clean the thinking, then Duke to structure the choice.

Kahneman + Rumelt:

• Kahneman reveals why bad strategy happens (overconfident inside-view planning, WYSIATI narrative building).
• Rumelt provides the alternative framework (diagnosis-driven strategy).
• Pair when diagnosing why an organization's strategy is systematically wishful thinking.

Kahneman + Taleb:

• Kahneman describes predictable average-case biases; Taleb addresses tail risks and Black Swans.
• Kahneman's availability bias explains why low-probability risks are ignored; Taleb explains why ignoring them is catastrophic.
• Pair for comprehensive risk assessment.

Kahneman + Grove:

• Grove's management frameworks assume rational actors; Kahneman shows managers are subject to the same biases.
• Use Kahneman to audit organizational decisions for planning fallacy and overconfidence before using Grove's execution frameworks.

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Blind Spots

See references/blind-spots.md for full analysis.

Key Limitations:

1. Knowing Doesn't Fix It: Understanding biases does not eliminate them. "Cognitive illusions are more compelling than optical illusions" — you can know the lines are the same length and still see them as different.
2. Replication Concerns: Several priming and ego depletion studies from the research base haven't fully replicated. Core findings (anchoring, framing, prospect theory) are robust; peripheral effects are less certain.
3. Ecological Rationality: Heuristics work well in many natural environments. Fast-and-frugal thinking isn't always a bug — expert System 1 is often correct.
4. What to Do: Kahneman excels at diagnosis but is limited on prescription. "Pre-mortems help" is good advice but hard to implement systematically.
5. Individual Differences: The framework treats biases as universal. Some people are significantly less susceptible to certain biases.

When to Pivot:

• If you need action strategy (not just bias audit) → expert-rumelt or expert-duke
• If you need organizational execution after debiasing → expert-grove
• If the bias is about manipulation by others → expert-cialdini
• If tail risk is the core concern → expert-taleb

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Sources

Primary:

• Thinking, Fast and Slow (快思慢想) -- Daniel Kahneman (2011)

Supporting:

• Noise: A Flaw in Human Judgment (雜訊) -- Kahneman, Sibony, Sunstein (2021)
• Judgment Under Uncertainty: Heuristics and Biases -- Kahneman, Slovic, Tversky (1982)

Note on source access: This module was built from Claude's training knowledge of Kahneman's published work. No primary EPUB was available. Key concepts are drawn from Thinking, Fast and Slow (the primary source). Confidence is rated 0.90 for core frameworks (System 1/2, Prospect Theory, WYSIATI, major heuristics) — these are extensively documented and cross-referenced in secondary literature.

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Last updated: 2026-02-19