How economics, psychology, neuroscience, computer science, engineering, mathematics and operations research each contributed to the methods machines use to make decisions.
When team members share a goal but each sees only part of the picture, coordination is surprisingly hard. Lessons from collaborative agents research for designing teams, roles and communication.
Decision theory describes how choices should be made; people often choose differently. How the certainty effect, framing and prospect theory shape real decisions, and how to design around them.
Benjamin Graham taught Warren Buffett to buy businesses for less than they were worth. Buffett's shift towards owning great businesses for decades offers a lesson that reaches well beyond investing.
Good intentions fade; habits last. How to turn new skills into a short, specific personal action plan, and why small, repeated actions beat ambitious resolutions.
Skills such as questioning, listening and negotiating improve through deliberate practice, not experience alone. How to assess yourself honestly, practise effectively and get useful feedback.
Sales training often says buyers decide with a primitive brain. The real science is more interesting. What we know about emotion and reason in decisions, and how to sell honestly.
Most of what we learn in a workshop is gone within weeks. What the forgetting curve tells us about memory, and practical ways to turn training into lasting skill.
Bubbles are not driven only by greed or foolishness. Extrapolation, herding, social proof, overconfidence and fading memories lead sensible people to join in. How to recognise and resist them.
Probability is a language for uncertainty. How degrees of belief, distributions, conditional probability and Bayes' rule help you reason clearly about evidence and risk.
Every bubble comes with a persuasive story about a new era. Why those stories are usually partly true, how they get stretched too far, and how to test a new-era claim.
·10 min read
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