Behavioral Economics Books

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Thinking, Fast and Slow Thinking, Fast and Slow (Hardcover)
by (shelved 201 times as behavioral-economics)
avg rating 4.16 — 336,674 ratings — published 2011
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Influence: The Psychology of Persuasion Influence: The Psychology of Persuasion (Paperback)
by (shelved 36 times as behavioral-economics)
avg rating 4.19 — 109,366 ratings — published 1984
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Sway: The Irresistible Pull of Irrational Behavior Sway: The Irresistible Pull of Irrational Behavior (Hardcover)
by (shelved 36 times as behavioral-economics)
avg rating 3.78 — 18,797 ratings — published 2008
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Think Like a Freak Think Like a Freak (ebook)
by (shelved 29 times as behavioral-economics)
avg rating 3.85 — 48,070 ratings — published 2014
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How We Decide How We Decide (Hardcover)
by (shelved 22 times as behavioral-economics)
avg rating 3.83 — 39,604 ratings — published 2009
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Drive: The Surprising Truth About What Motivates Us Drive: The Surprising Truth About What Motivates Us (Hardcover)
by (shelved 22 times as behavioral-economics)
avg rating 3.94 — 98,984 ratings — published 2009
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Choices, Values, and Frames Choices, Values, and Frames (Paperback)
by (shelved 19 times as behavioral-economics)
avg rating 4.18 — 715 ratings — published 2000
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The Undercover Economist The Undercover Economist (Hardcover)
by (shelved 16 times as behavioral-economics)
avg rating 3.81 — 24,760 ratings — published 2005
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Antifragile: Things That Gain from Disorder Antifragile: Things That Gain from Disorder (Hardcover)
by (shelved 15 times as behavioral-economics)
avg rating 4.09 — 38,246 ratings — published 2012
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The Wisdom of Crowds The Wisdom of Crowds (Paperback)
by (shelved 14 times as behavioral-economics)
avg rating 3.82 — 22,446 ratings — published 2004
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When to Rob a Bank When to Rob a Bank (Hardcover)
by (shelved 12 times as behavioral-economics)
avg rating 3.51 — 12,397 ratings — published 2015
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Hooked: How to Build Habit-Forming Products Hooked: How to Build Habit-Forming Products (Hardcover)
by (shelved 11 times as behavioral-economics)
avg rating 4.09 — 28,531 ratings — published 2013
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“The fact that people are fallible is your biggest enduring advantage in the accumulation of greater wealth. The fact that you are just as fallible is the biggest impediment to that very same goal.”
Daniel Crosby, The Laws of Wealth: Psychology and the Secret to Investing Success

“Groups have powerful self-reinforcing mechanisms at work. These can lead to group polarization—a tendency for members of the group to end up in a more extreme position than they started in because they have heard the views repeated frequently.
At the extreme limit of group behavior is groupthink. This occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment.” The original work was conducted with reference to the Vietnam War and the Bay of Pigs fiasco. However, it rears its head again and again, whether it is in connection with the Challenger space shuttle disaster or the CIA intelligence failure over the WMD of Saddam Hussein.

Groupthink tends to have eight symptoms:
1 . An illusion of invulnerability. This creates excessive optimism that encourages taking extreme risks. [...]
2. Collective rationalization. Members of the group discount warnings and do not reconsider their assumptions. [...]
3. Belief in inherent morality. Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions.
4. Stereotyped views of out-groups. Negative views of “enemy” make effective responses to conflict seem unnecessary. Remember how those who wouldn't go along with the dot-com bubble were dismissed as simply not getting it.
5. Direct pressure on dissenters. Members are under pressure not to express arguments against any of the group’s views.
6. Self-censorship. Doubts and deviations from the perceived group consensus are not expressed.
7. Illusion of unanimity. The majority view and judgments are assumed to be unanimous.
8. "Mind guards" are appointed. Members protect the group and the leader from information that is problematic or contradictory to the group's cohesiveness, view, and/or decisions. This is confirmatory bias writ large.”
James Montier, The Little Book of Behavioral Investing: How Not to Be Your Own Worst Enemy

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