2014年最火的八本财经书籍

    《左脑右物：领导者如何做出致胜决策》(Left Brain, Right Stuff: How Leaders Make Winning Decisions)，作者：菲尔•罗森茨维格

    罗森茨维格详细区分了人类的几种倾向：过度精准（“相信我们的估计或预测比事实更加准确”）；过高估计（“坚信我能够更好，或者更快地做某件事，但自己其实并不具备这种能力”）；过高定位（“坚信我们比其他人更优秀”）。这些倾向听起来很糟糕，但对于一位管理者来说，有点过度自信或许大有裨益。一方面，我们应该避免过度精准，这样我们就能够做出更加清醒的估计。另一方面，过高估计可以驱使领导者致力于更高的目标。罗森茨维格说：“相信自己能够比从前跑得更快一些，可以帮助你做得更好。”

    Left Brain, Right Stuff: How Leaders Make Winning Decisions, by Phil Rosenzweig

    Rosenzweigdistinguishes between a few human tendencies: overprecision (the tendency to "believe that our estimates or projections are more accurate than they turn out to be”), overestimation (a "belief that I can do something better, or maybe faster, than I really can") and overplacement (the "belief we are better than others"). These sound bad, but for manager, a little overconfidence can go a long way. While we should avoid overprecision so that our estimates can be clearheaded, overestimation can prompt leaders to aim higher. Says Rosenzweig: “Believing you can run a bit faster than you’ve ever gone before can help you do better.”