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How can decisions be improved by detecting and managing inherent weaknesses? This book analyses the practical implications of behavioural economics among decision makers to encourage active creative thinking and drive individuals and organizations to make better decisions. Going beyond behavioural economics, the book uses psychology, philosophy and anthropology to demonstrate the myths which govern behaviour, our natural longing for inclusion and the power held by those setting the agenda our vicinity. This book enables active thinking and encourages the use of System 2 thinking to steer the corporate ship in line with the corporate purpose, and for individuals to be a useful asset to their companies. In order to succeed, you need to be resilient, get your bearings and never give in. In short, you need to be a contrarian, a sternly resilient contrarian.