Cet ouvrage examine l'amitié et l'échange significatif d'idées entre Eva Hesse et Sol LeWitt à New York pendant les années 1960. Ce livre examine les percées des carrières entrelacées des artistes, offrant une nouvelle compréhension de l'art minimal, post-minimal et conceptuel parmi les bouleversements politiques et sociaux de l'époque.
Irrational Judgments examines the close friendship and significant exchange of ideas between Eva Hesse (1936–1970) and Sol LeWitt (1928–2007) in New York City during the 1960s. Taking its title from LeWitt’s statement “Irrational judgments lead to new experience,” this book examines the breakthroughs of the artists’ intertwined careers, offering a new understanding of minimal, post-minimal, and conceptual art amid the era’s political and social upheavals. Kirsten Swenson offers the first in-depth discussion of the early critical developments of each artist: LeWitt’s turn from commercial design to fine art, and Hesse’s move from expressionist painting to reliefs and sculpture. Bringing together a wealth of documents, interviews, and images—many published here for the first time—this handsome publication presents an insightful account of the artists’ influence on and support for each other’s pursuit of an experimental practice. Swenson’s analysis expands our understanding of the artists’ ideas, the importance of their work, and, more broadly, the relationship of the 1960s New York art world to gender politics, the Vietnam War, and the city itself.
Intelligent, lively, humorous, and thoroughly engaging, "The Predictably Irrational" explains why people often make bad decisions and what can be done about it.
Eva Hesse and Sol LeWitt formed a close friendship between the late 1950s and Hesse's death in 1970. This book celebrates this friendship and offers an illuminating look at their close-knit New York circle. It intends to demonstrate that the artists influenced each other's art and lives in reciprocal and profound ways.
A fascinating journey into the hidden psychological influences that derail our decision-making, Sway will change the way you think about the way you think. Why is it so difficult to sell a plummeting stock or end a doomed relationship? Why do we listen to advice just because it came from someone “important”? Why are we more likely to fall in love when there’s danger involved? In Sway, renowned organizational thinker Ori Brafman and his brother, psychologist Rom Brafman, answer all these questions and more. Drawing on cutting-edge research from the fields of social psychology, behavioral economics, and organizational behavior, Sway reveals dynamic forces that influence every aspect of our personal and business lives, including loss aversion (our tendency to go to great lengths to avoid perceived losses), the diagnosis bias (our inability to reevaluate our initial diagnosis of a person or situation), and the “chameleon effect” (our tendency to take on characteristics that have been arbitrarily assigned to us). Sway introduces us to the Harvard Business School professor who got his students to pay $204 for a $20 bill, the head of airline safety whose disregard for his years of training led to the transformation of an entire industry, and the football coach who turned conventional strategy on its head to lead his team to victory. We also learn the curse of the NBA draft, discover why interviews are a terrible way to gauge future job performance, and go inside a session with the Supreme Court to see how the world’s most powerful justices avoid the dangers of group dynamics. Every once in a while, a book comes along that not only challenges our views of the world but changes the way we think. In Sway, Ori and Rom Brafman not only uncover rational explanations for a wide variety of irrational behaviors but also point readers toward ways to avoid succumbing to their pull.
Although much human action serves as proof that irrational behavior is remarkably common, certain forms of irrationality--most notably, incontinent action and self-deception--pose such difficult theoretical problems that philosophers have rejected them as logically or psychologically impossible. Here, Mele shows that, and how, incontinent action and self-deception are indeed possible. Drawing upon recent experimental work in the psychology of action and inference, he advances naturalized explanations of akratic action and self-deception while resolving the paradoxes around which the philosophical literature revolves. In addition, he defends an account of self-control, argues that "strict" akratic action is an insurmountable obstacle for traditional belief-desire models of action-explanation, and explains how a considerably modified model accommodates action of this sort.
This volume contains a selection of papers from the International Conference on Argumentation (Amsterdam, 2002) by prominent international scholars of argumentation theory. It provides an insightful cross-section of the current state of affairs in argumentation research. It will be of interest to all those working in the field of argumentation theory and to all scholars who are interested in recent developments in this field.
Robyn Dawes defines irrationality as adhering to beliefs that are inherently self-contradictory, not just incorrect, self-defeating, or the basis of poor decisions. Such beliefs are unfortunately common. This book demonstrates how such irrationality results from ignoring obvious comparisons, while instead falling into associational and story-based thinking. Strong emotion—or even insanity—is one reason for making automatic associations without comparison, but as the author demonstrates, a lot of everyday judgment, unsupported professional claims, and even social policy is based on the same kind of "everyday" irrationality.
From the Nobel Prize-winning author of Thinking, Fast and Slow and the coauthor of Nudge, a revolutionary exploration of why people make bad judgments and how to make better ones—"a tour de force” (New York Times). Imagine that two doctors in the same city give different diagnoses to identical patients—or that two judges in the same courthouse give markedly different sentences to people who have committed the same crime. Suppose that different interviewers at the same firm make different decisions about indistinguishable job applicants—or that when a company is handling customer complaints, the resolution depends on who happens to answer the phone. Now imagine that the same doctor, the same judge, the same interviewer, or the same customer service agent makes different decisions depending on whether it is morning or afternoon, or Monday rather than Wednesday. These are examples of noise: variability in judgments that should be identical. In Noise, Daniel Kahneman, Olivier Sibony, and Cass R. Sunstein show the detrimental effects of noise in many fields, including medicine, law, economic forecasting, forensic science, bail, child protection, strategy, performance reviews, and personnel selection. Wherever there is judgment, there is noise. Yet, most of the time, individuals and organizations alike are unaware of it. They neglect noise. With a few simple remedies, people can reduce both noise and bias, and so make far better decisions. Packed with original ideas, and offering the same kinds of research-based insights that made Thinking, Fast and Slow and Nudge groundbreaking New York Times bestsellers, Noise explains how and why humans are so susceptible to noise in judgment—and what we can do about it.