Areas of Expertise (4)
Don Moore is the Lorraine Tyson Mitchell Chair in Leadership and Communication at Berkeley Haas. He received his PhD in Organization Behavior from Northwestern University. His research interests include overconfidence—including when people think they are better than they actually are, when people think they are better than others, and when they are too sure they know the truth. He is only occasionally overconfident.
Northwestern University: PhD, Organization Behavior 2000
Northwestern University: MS, Organization Behavior 1998
Carleton College: BA Magna Cum Laude, Psychology 1993
Honors & Awards (7)
Barbara and Gerson Bakar Faculty Fellow
Best Paper Award
Managerial and Organizational Cognition Division of the Academy of Management
IARPA Research Grant
Awarded for grant for: Exploring the Optimal Forecasting Frontier with B. Mellers and P. Tetlock
2011 – 2015
Cummings Scholar Award
Awarded from the Academy of Management, recognizing “significant scholarly achievement during the early- to mid-career stage”
Best Paper Award, Managerial and Organizational Cognition Division of the Academy of Management
Weil Prize (CMU)
Awarded for the paper “Bayesian overconfidence” with Paul J. Healy
National Science Foundation
Research grant for: Correspondence Bias in Performance Appraisal: Why Selecting an Easy Task is a Recipe for Success with Francesca Gino, Zachariah Sharek, and Samuel Swift
2007 – 2009
Selected External Service & Affiliations (6)
- Editorial Board of Journal of Personality and Social Psychology (2015 – present)
- Editorial Board of Psychological Science (2015 – present)
- Editorial Board of Judgment and Decision Making (2012 – present)
- Editorial Board of Administrative Science Quarterly (2009 -2013)
- Editorial Board of Organizational Behavior and Human Decision Processes (2007 – 2009)
- Editorial Board of Organization Science (2007 – 2010)
Positions Held (1)
At Haas since 2010
2016 – present, Professor, Management of Organizations Group, Haas School of Business
2010 – 2016, Associate Professor, Management of Organizations Group, Haas School of Business
Courtesy appointment in the Department of Psychology, University of California, Berkeley
2015 – present, Faculty Director, Xlab
2000 – 2010, Assistant to Associate Professor of Organizational Behavior, Tepper School of Business, Carnegie Mellon University
Media Appearances (9)
Op-Ed: Trump’s overconfidence has always been dangerous. With coronavirus, it’s deadly
Los Angeles Times
Understanding the limits of confidence is key to overcoming this pandemic — and the next. Research on confidence has documented the dangers of being too confident. Overconfident people fail to plan for threats, such as COVID-19. Overconfident leaders make mistakes that put others at risk. Yet my research also shows that people routinely elevate leaders who express greater confidence than is warranted.
The Endless, Invisible Persuasion Tactics of the Internet
The Atlantic online
As shoppers and denizens of the net, we tend to overestimate our own ability to be rational and controlled in the face of of online nudges and "dark patterns." "It’s common for people to say, ‘Oh, I meant to do that,’ when in fact they were manipulated," said Prof. Don Moore, Lorraine Tyson Mitchell Chair in Leadership and Communication. But he adds that nudges can be pro-social as well, like reminding people to register to vote.
How to spot a narcissist
BBC World Service Business Daily online
All offices have self-absorbed people, but Prof. Don Moore, Lorraine Tyson Mitchell Chair in Leadership and Communication, says that while self confidence is fine, overconfidence destroys businesses and politics.
No one needs paper piles; SEC should get smart about broker disclosure
Wall Street Journal online
Requiring advisers to disclose their conflicts can also backfire, according to work by Prof. Don Moore, Lorraine Tyson Mitchell Chair in Leadership and Communication. When an adviser discloses a conflict, investors may conclude he is being candid, paradoxically leading them to trust him more.
Elon Musk’s “pedo guy” cave tweet could hurt Tesla
San Francisco Chronicle online
Power often loosens inhibitions, according to Prof. Don Moore, Lorraine Tyson Mitchell Chair in Leadership and Communication. “How he keeps track of anything in his life is beyond me,” Moore said — so it’s hardly surprising that he makes mistakes along the way.
Three Ways Overconfidence Can Sink Your Ship
A forthcoming review from the Haas School of Business, University of California, Berkeley, examines what professor Don Moore and Derek Schatz define as the “three faces” of overconfidence.
The negative side of positive thinking
The Harvard Gazette online
The studies were published in Psychological Science and were conducted by Rogers and Don A. Moore of the UC Berkeley Haas School of Business and Michael I. Norton of Harvard Business School (HBS). The research was supported by the Kennedy School’s Center for Public Leadership and HBS.
Trump's a terrible deal-maker — just look at the past 100 days
Business Insider online
All these missteps can be traced back to Trump's fatal flaw as a negotiator: his narcissism. "Negotiators get themselves in trouble when they're blind to the perspective of other parties," says Don Moore, a professor of management at the Haas School of Business at the University of California, Berkeley, who has been writing about Trump's negotiation style since the start of his campaign.
The Era of Overconfident CEOs Is Waning
The Wall Street Journal online
Of the many overconfident leaders Bill Treasurer has coached in his career, one stands out.
Selected Papers & Publications (6)
Don A. Moore, Amelia S. Dev, and Ekaterina Y. Goncharova
Don A. Moore, Jennifer M. Logg, and Uriel Haran
Don Moore, Cameron Anderson, Elizabeth Tenney, Nathan Meikle, and David Hunsaker
Mathur, M. B., et al.
Don A. Moore, Leif D. Nelson, and Hannah Perfecto
Benjamin, D. J. et al.
Executive Decision Making
Executive Decision Making