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The Dip happens when you feel like quitting, but you shouldn't. Continuing to put effort leads to exponential results. There are other cases or domains of work where your judgement fails. Putting more effort leads to diminishing returns.

Chapter 38: Thinking About Life. Thoughts of life are more likely to be salient if a contrasting alternative is highly available.

Chapter 36: Life as a Story and Chapter 37: Experienced Well-Being. The easiest way to increase happiness is to control your use of time.

Chapter 35: Two Selves. We should not always trust our experience, which is deluded by duration neglect and the peak-end rule, to make decisions.

Chapter 33: Reversals. When you see cases in isolation, you are likely to be guided by an emotional reaction of System 1.

Chapter 34: Frames and Reality. Frames of perspective alter reality.

Chairs 32: Keeping Score. Intense regret is caused by imagining doing something other than what you have done to failure.

Chapter 30: Risk Policies. Broad framing can increase our willingness to take risks.

Chapter 2-: Rare Events. People overweight rare events in their decisions due to various factors including confirmation bias, focus, vividness of outcomes, denominator neglect.

Chapter 29: The Fourfold Pattern. The anxiety in a 2% risk is more salient than the hope in a 2% chance.

Your decision weights of concern are different from the probabilities in both.

Chapter 28: Bad Events. Hard work is manifested more during bad events than during good ones because our mind is more eager for risk aversion.

Chapter 28: The Endowment Effect. Loss tolerance with more ownership (reference state or endowed) can be developed with more experience.

Chapter 26: Prospect Theory. The response (risk seeking) to losses is stronger than response (risk aversion) to corresponding gains.

Chapter 26: Bernoulli’s Errors. The idea that psychological value of gamble is the average of the utilities, each weighed by their probabilities, only takes changes in total wealth into account.

Chapter 24: The Engine of Capitalism. Entrepreneurial optimism anchors us to a plan promoting us to ignore relevant outside views, plans and skills of others.

Chapter 23: The Outside View. The outside view is the external statistical information related to one’s case, and it easy to discard when it is incompatible with their personal impressions.

Chapter 22: Expert Intuition: When Can We Trust It? Intuition cannot be trusted in the absence of stable regularities in the environment.

Chapter 21: Intuitions vs. Formulas. Algorithmic use in decision-making is a great tool in most situations to reduce inconsistencies.