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	<title>Decision, Execution, and Performance</title>
	<link>http://matrixed.org/wordpress</link>
	<description>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.</description>
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		<title>Trilemmas Aren&#8217;t Zoo Oddities.</title>
		<description><![CDATA[(Originally posted 2010 APR &#8211; reposted by request) 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 never all three: (a) efficient capital markets; (b) no bailouts to big banks; or (c) a depression-free economy.  ( Mr. Ferguson [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/trilemmas-arent-zoo-oddities/</link>
			</item>
	<item>
		<title>Fail Safe Innovation?</title>
		<description><![CDATA[If innovation is creativity, and creativity is simply play, and to play, is to feel safe, and to feel safe is to be OK to fail&#8230; How ok are your kids with trying and failing? And your team? Will they go to the edge, to test, nudge or even bust the envelope? Or are they [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/711/</link>
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		<title>25% Probability It&#8217;s Not Attention Deficit?</title>
		<description><![CDATA[After loading up with info from researching and noodling and googling, why do many people feel a need to play, say,  jazz or Bach on the piano, or maybe just take a walk outside? For the quarter of the population who are introverted – unlike the extroverts &#8211; their brain, not only keeps open a [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/25-probability-its-not-attention-deficit/</link>
			</item>
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		<title>Complexity</title>
		<description><![CDATA[Three Fridays ago, riding back to the airport from a decidedly unfavorite day, I opened the  World Street Journal only to notice one disturbing dot after another.  First was what seemed great news, Mr. Paulson&#8217;s record personal earnings are the front page headline;  then news about Tunisia, Yemen and Egypt, teetering dominos;   Russia&#8217;s wheat output [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/complexity/</link>
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		<title>Unreasoned Is Not the Same as Unreasonable Part 2</title>
		<description><![CDATA[MBA analyses make decisions seem like a forensic dissection; but better managers zero in on the key elements of a living, changing situation.   It’s much like athletes using a simple, clear image;  game time is not the time for deconstructing into mechanical elements. Seat-of-the-pants or so much voodoo? Hardly.  In an earlier post, we reviewed [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/unreasoned-is-not-the-same-as-unreasonable-part-2/</link>
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		<title>Ten Basic Insights into How We Learn and Make Decisions</title>
		<description><![CDATA[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. ]]></description>
		<link>http://matrixed.org/wordpress/decision-making/ten-basic-insights-into-how-we-learn-and-make-decisions/</link>
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		<title>Goals, failure, success  (Part 3)</title>
		<description><![CDATA[Kahneman’s behavioral economics was a key principle of the Obama campaign strategy for the national elections; now they&#8217;re gambling that people will in the end not want to lose the healthcare that&#8217;s been &#8216;rahmed&#8217; through . The Prospect theory does have prescriptive implications.  Marketers know that dangling gains may not be enough; they hope that, [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/goals-failure-success-part-3-2/</link>
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		<title>Goals, failure, success (Part 2)</title>
		<description><![CDATA[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 [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/goals-failure-success-part-2/</link>
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		<title>Two-Thirds Through: Taschlich</title>
		<description><![CDATA[Keep the goals, keep the tension, and keep at it]]></description>
		<link>http://matrixed.org/wordpress/strategic-execution/two-thirds-through-taschlich/</link>
			</item>
	<item>
		<title>Would That Decision-Making Trilemmas Were Three-headed Zoological Oddities.</title>
		<description><![CDATA[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 [...]]]></description>
		<link>http://matrixed.org/wordpress/decision-making/httpmatrixed-orgwordpressp537/</link>
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