<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Decision-Making on Rubain Samuel</title><link>https://rubainsamuel.com/tags/decision-making/</link><description>Recent content in Decision-Making on Rubain Samuel</description><generator>Hugo</generator><language>en-US</language><lastBuildDate>Mon, 31 Aug 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://rubainsamuel.com/tags/decision-making/index.xml" rel="self" type="application/rss+xml"/><item><title>Why Does More Information Make Us Feel More Certain Without Making Us More Right?</title><link>https://rubainsamuel.com/posts/more-data-dilemma/</link><pubDate>Mon, 31 Aug 2026 00:00:00 +0000</pubDate><guid>https://rubainsamuel.com/posts/more-data-dilemma/</guid><description>&lt;p&gt;The idea that more information should lead to better decisions feels almost self-evident. If we know more about a problem, surely we should understand it better. And in many situations, we do.&lt;/p&gt;
&lt;p&gt;But psychologists have been studying a complication to that assumption for decades: the amount of information available to us and the accuracy of our judgment do not always improve at the same rate.&lt;/p&gt;
&lt;p&gt;That tension feels familiar to me. I have spent a good part of my career working with and leading data and insights teams, where I have seen better information expose false assumptions, reveal hidden customer behaviour and completely change how a problem is understood. But I have also seen analyses become richer without decisions becoming much clearer: another segment added, another model, another piece of research, and the explanation becomes more detailed while the uncertainty at the heart of the decision barely moves.&lt;/p&gt;</description></item></channel></rss>