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Losses and negative events weigh disproportionately in our experience and evaluation. The chapter shows how a bad moment can dominate the global impression, affecting satisfaction, decisions, and memory. The principle "bad is stronger than good" appears across psychology. Negative events produce more intense and lasting emotional responses than positive events of equal magnitude. A negative interaction with a colleague has more impact on your mood than a positive one. A critical comment stings more than praise pleases. Financial losses hurt more than equivalent gains please. This asymmetry is pervasive and consequential. Research on relationships shows that the ratio of positive to negative interactions predicts relationship stability. Successful marriages have about five positive interactions for every negative one—not because positive matters more, but because negative matters so much that you need a surplus of positive to balance it. One contemptuous remark can undo hours of supportive conversation. The chapter connects this to the peak-end rule: when evaluating experiences retrospectively, people don't average all moments equally. Instead, they weight the peak (most intense moment, whether good or bad) and the end. Since negative peaks are more intense than positive ones, a single bad moment—even if brief—can dominate the remembered evaluation of an entire experience. This explains why one poor service interaction can ruin an otherwise pleasant visit to a restaurant. Kahneman discusses implications for organizations and personal life. Organizations should prioritize avoiding negatives over adding positives: eliminating sources of frustration matters more than adding perks. A company with adequate pay and no harassment will have higher satisfaction than one with great pay but occasional mistreatment. In personal life, understanding that bad events carry extra weight should motivate both caution (avoiding risks of negative outcomes) and repair (addressing negative situations quickly before they compound).