Archive for 2010

Ten Basic Insights into How We Learn and Make Decisions

Saturday, December 25th, 2010

Our new understanding of brain development can helps us better discern the child’s natural cognitive and behavioral inclinations, and therefore how to harmonize their emotions, logical models.

Goals, failure, success (Part 3)

Monday, September 27th, 2010

Kahneman’s behavioral economics was a key principle of the Obama campaign strategy for the national elections; now they’re gambling that people will in the end not want to lose the healthcare that’s been ‘rahmed’ through . The Prospect theory does have prescriptive implications.  Marketers know that dangling gains may not be enough; they hope that, [...]

Goals, failure, success (Part 2)

Monday, September 27th, 2010

People, according to the Prospect Theory, don’t analyze options, really, as much as face a gamble. Starting at (0,0) of a kinked curve, the decision maker weighs between possible outcomes. According to the Prospect theory,  the situation typically loses value faster for our decision maker, given same-magnitude losses. Clearly, we have to account for different [...]

Two-Thirds Through: Taschlich

Wednesday, September 8th, 2010

Keep the goals, keep the tension, and keep at it

Would That Decision-Making Trilemmas Were Three-headed Zoological Oddities.

Saturday, April 24th, 2010

Mr. Niall Ferguson (2010APR23 Wall Street Journal) sums up the U.S. post-crisis financial regulation as a “trilemma” that could optimize to any two of three, but not all three: (a) efficient capital markets; (b) no bailouts to big banks; or (c) a depression-free economy.  ( Mr. Ferguson further  warns against a delusional proposition that bigger [...]

Change is Risk; Inventors are Individuals

Saturday, April 24th, 2010

Where does innovative venturing come from?

Goals, failures, success (Part 1)

Thursday, March 25th, 2010

People are apt to make change decisions – real shifts – only if uncomfortable with their current position

Project Management and the Myth of the Straight Line

Thursday, March 18th, 2010

Project Management and Common Sense

Leadership in Complex Fluxes

Thursday, February 25th, 2010

Leadership in a complex environment does not have to be complex itself. It cannot be complex. Here’s a model you can put in your backpocket.

The analyst’s acuity. A humorist’s irony. Hearing the silence between the notes. Seeing both object and space, in minimalist and in Japanese art. Holding to the values beyond conflicting goals; reaching for the larger frame beyond the crisis. Spotting the patterns, navigating the chaos. How to think, how to manage.

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