Pinboard (jerryking)
https://pinboard.in/u:jerryking/public/
recent bookmarks from jerrykingSTEM without ARTS is much like a paint-by-numbers book - Stabroek News2022-09-01T12:39:49+00:00
https://www.stabroeknews.com/2022/08/31/opinion/letters/stem-without-arts-is-much-like-a-paint-by-numbers-book/
jerryking>To become the creative, innovative and imaginative citizens that our companies and governments want us to be, Canadians need to willingly expose themselves to new ideas. A vibrant arts and culture community is the easiest way to make this possible.<<
]]>arts classics contextual education Guyana Guyanese humanities Isaac_Asimov letters_to_the_editor liberal_arts logic_&_reasoning soulless STEM students the_big_picture well-rounded William_Shakespeare young_people contests science_fairshttps://pinboard.in/https://pinboard.in/u:jerryking/b:c79394c030ca/Decisions and the bigger picture2022-05-22T05:03:42+00:00
https://newsazi.com/decisions-and-the-bigger-picture/
jerryking>discomfort<< or disruption to our lives.[i.e. = "emotional discomfort"]
And yet, those choices, though not necessarily vices, are still not always the ones best for us. In fact, from my experience, they rarely are. If it’s a rich and rewarding life we are after, this seems unlikely to grow from decisions that immediately lead to ease and comfort. Eventually, perhaps, but rarely at the outset........think about those decisions we make in a quiet or fleeting moment that may seem small but are either already part of, or end up becoming the start of, much bigger narratives we weave ourselves into. I sometimes think that a decision is rarely the start of something; we are usually in the middle of things.........Our seemingly small decisions can lead us towards divergent paths of our journey that we never anticipated because they are caught up in other narratives — our own and those of other people. We usually see this in hindsight. But it helps to remind ourselves that no decision, however big or small, is made in a vacuum. It’s a reminder that helps me consider some of my seemingly smaller decisions with more thought about who besides myself might be affected, and how......I consider this powerful piece for a reflection on decision-making because decision-making is also about >>self-reflection>>, and coming to terms with who we are, how we perceive ourselves and who we might want to be......I wonder what would change if each time we considered a decision, we thought not so much about what we wanted, but rather about the kind of person we wanted to be. A decision made for the benefit of our >>future self<<. Or, rather, our becoming self. The person we’re actively working on being. Yet, I suspect, that might require having made a decision about what kind of person we truly desired to be, and who that evolving person actually is.
Ultimately, whatever advice or consultations we might seek and receive in our times of decision-making, no one else can make a final decision for us. In some way we all end up making decisions on our own. But the process of doing so is often where I think we learn the most about ourselves.[i.e. = "self-discovery"]]]>decision_making the_big_picture discomforts gut_feelings self-discovery self-reflection unchecked_emotions future_selves emotional_discomforthttps://pinboard.in/https://pinboard.in/u:jerryking/b:73a43ac9ce2c/Home - FFTT Tree Rings2022-02-26T09:19:49+00:00
https://fftt-treerings.com/
jerrykingRana_Foroohar biases connecting_the_dots decision_making investment_advice investment_research investors subscriptions the_big_picture newsletters Tree_Ringshttps://pinboard.in/https://pinboard.in/u:jerryking/b:d3964b1a124f/Opinion | David Simon: The Selfless Art of Michael K. Williams2021-09-13T01:53:51+00:00
https://www.nytimes.com/2021/09/12/opinion/michael-k-williams-david-simon-the-wire.html
jerrykingactors African-Americans appreciation authors Baltimore Michael_K._Williams obituaries power_structures selflessness television the_Wire deindustrialization depopulation ports post-industrial the_big_picture working-class blue-collar David_Simon money_&_powerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:071b392a8ede/How to prepare yourself for redundancy2019-09-16T00:18:09+00:00
https://www.ft.com/content/64f63b76-a9fe-11e9-90e9-fc4b9d9528b4
jerrykingBBC beforemath emergency_funds emotional_mastery job_search layoffs loyalty Managing_Your_Career networking personal_branding Plan_B preparation rejections safety_nets the_big_picture tips career_reinvention liquidation_drillshttps://pinboard.in/https://pinboard.in/u:jerryking/b:94baba19d76a/The High Financial Price of Our Short Attention Spans2018-10-22T20:43:07+00:00
https://www.wsj.com/articles/the-high-financial-price-of-our-short-attention-spans-1540174321?mod=hp_featst_pos2
jerrykingattention_spans concentration decision_making information_overload mental_bandwidth multitasking smartphones timing tradeoffs behavioural_economics reflections the_big_picturehttps://pinboard.in/https://pinboard.in/u:jerryking/b:6c832f1862ca/Why I Was Wrong About Liberal-Arts Majors - The Experts - WSJ2018-07-21T03:49:35+00:00
https://blogs.wsj.com/experts/2016/06/01/why-i-was-wrong-about-liberal-arts-majors/?mod=hp_jr_pos1
jerryking>forest through the trees<< [i.e. = "the big picture"]. For example, our chief operating officer is a brilliant, self-taught engineer with a degree in philosophy from the University of Chicago. He has risen above the code to lead a team that is competitive globally. His determination and critical-thinking skills empower him to leverage the power of technology without getting bogged down by it. His background gives him the soft skills - the people skills - that make him stand out as someone who understands our customers and knows how to bring the staff along.
My point isn’t that we don’t need qualified, formally trained engineers with university degrees. Rather, I’m suggesting that if more tech hires held a philosophy or English degree with some programming on the side, we might in the end create better leaders in technology and life.]]>liberal_arts critical_thinking coding computer_science computer_scientists high-performance humanities human_experience people_skills self-learning self-taught software_developers soft_skills STEM well-rounded career_reinvention the_big_picture forest_for_the_trees contrition public_acknowledgment top_performershttps://pinboard.in/https://pinboard.in/u:jerryking/b:ea9caccf7fd3/Black Cancer Matters2018-03-20T12:41:27+00:00
https://www.nytimes.com/2018/03/15/well/live/black-cancer-matters.html
jerryking>African-American men<<, for example, are twice as likely to die from prostate cancer. Experts continue to debate why, even as many ascribe this scandalous phenomenon to inequalities in access to screening and treatment.
In women’s cancer, the mortality gap has widened. According to the 2016-18 report on Cancer Facts and Figures for African-Americans, “despite lower incidence rates for breast and uterine cancers, black women have death rates for these cancers that are 42% and 92% higher, respectively, than white women.” Investigators connect the ghastly numbers to the usual socioeconomic >>discrepancies<< but also to biological differences [i.e. = "genetics"] in the malignancies of >>black women<<.
With regard to breast cancer, is the mortality gap related to a greater percentage of black women than white women contending with an aggressive form of the disease that lacks estrogen receptors?
Dr. Otis Webb Brawley, the chief medical officer of the American Cancer Society, rejects an explanation based on “biological difference,” pointing instead to dietary disparities....“The black-white gap in the onset of menstruation and body weight has dramatically widened, which means that the disease disparities will widen also.”
Disadvantaged Americans consume more calories and carbohydrates (i.e. = "nutrition"), “the sort of food that is available in poor areas of inner cities,”..... “Poverty is a carcinogen.”
++++++++++++++++++++++++++++++++++++++++++++++++++++++++
isn't just about race-- watch the trailer in which blacks and whites say the very same things about being poisoned by the Koch brothers' companies. This is a story about social justice and lack of sufficient government regulation of the enterprises owned by the "donor" class [i.e. = "c"] that owns most of our politicians. The most accurate predictor of people's life expectancy is their zip code [http://fortune.com/2017/05/08/us-life-expectancy-study/]. If you life in a polluted poisoned environment, you will suffer the consequences regardless of race.
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++]]>mortality cancers African-Americans women racial_disparities prostate economically_disadvantaged racial_discrimination the_big_picture Charles_Koch health_inequalities chief_medical_officers food inner_cities nutrition Accomplisher_class political_campaign_financing black_men black_women propertied_class discrepancies polluted/poisoned_environment genetics lethalityhttps://pinboard.in/https://pinboard.in/u:jerryking/b:b9690f6e0b14/As an Investor, Do You Suffer from ‘Narrow Framing’? - WSJ2017-06-13T22:24:14+00:00
https://www.wsj.com/articles/as-an-investor-do-you-suffer-from-narrow-framing-1497233281
jerrykinginvestors behavioural_economics narrow-framing the_big_picture portfolio_managementhttps://pinboard.in/https://pinboard.in/u:jerryking/b:c66fab8acf85/Rules for Modern Living From the Ancient Stoics -2017-06-08T15:55:30+00:00
https://www.wsj.com/articles/rules-for-modern-living-from-the-ancient-stoics-1495723404
jerryking>prepared mind<< may make all the difference between success and disaster.
(4) Be mindful of the here and now (i.e. living in the moment). The past is no longer under your control: Let it go. The future will come eventually, but the best way to prepare for it is to act where and when you are most effective—right here, right now.
(5) Before going to bed, write in a personal philosophical diary. This exercise will help you to learn from your experiences—and forgive yourself for your mistakes.
Stoicism was meant to be a practical philosophy. It isn’t about suppressing emotions or stalking through life with a stiff upper lip. It is about adjusting your responses to what happens, enduring what must be endured and enjoying what can be enjoyed.
]]>Stoics philosophy Romans journaling self-discipline mindfulness span_of_control preparation beforemath sense_of_proportion the_big_picture anticipating contextual forward_looking foresight GTD perspectives affirmations beyond_one's_control chance living_in_the_moment Greek personal_control mybestlife equanimity Marcus_Aurelius plan_ahead prepared_mindhttps://pinboard.in/https://pinboard.in/u:jerryking/b:241fbef8d5b1/A Quiet Giant of Investing Weighs In on Trump2017-02-07T02:40:29+00:00
https://www.nytimes.com/2017/02/06/business/dealbook/sorkin-seth-klarman-trump-investors.html?ref=business&_r=0
jerrykingSeth_Klarman investors hedge_funds Donald_Trump investing ETFs value_investing/investors money_management Andrew_Sorkin countervailing the_big_picture nobystanders Thomas_Jefferson quotes stylish uncompetitive principles market_forces strategic_chaos unpredictability core_values non-negotiables speaking_out firmness uncompromised in_voguehttps://pinboard.in/https://pinboard.in/u:jerryking/b:a6a23acd30e7/Why Starbucks Might Be Innovating Too Fast - Barron's2017-01-27T06:43:43+00:00
http://www.barrons.com/articles/why-starbucks-might-be-innovating-too-fast-1485477030
jerrykinginnovation Starbucks congestion handoffs in-store order_management_system mobile_applications smartphones consumer_behavior operations wait_times brands large_companies shortcomings revenge_effects the_big_picture personal_experiencehttps://pinboard.in/https://pinboard.in/u:jerryking/b:ae288f251ac2/Center for the Future of Museums: Painting in Blue2016-12-01T20:14:27+00:00
http://futureofmuseums.blogspot.ca/2016/12/painting-in-blue.html
jerrykingperception empathy law_enforcement policing art museums Communicating_&_Connecting observations the_big_picture inferences historical_precedents training_programs noticing critical_thinking pay_attention visual_cues art_galleries visual_analysis creativity books paintings subconscious learning_to_see looking_for_what's_missinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:c6ddef730994/A ‘war on terrorism’? No thanks. There are smarter ways to meet the threat - The Globe and Mail2015-02-09T04:05:02+00:00
http://www.theglobeandmail.com/globe-debate/editorials/a-war-on-terrorism-no-thanks-there-are-smarter-ways-to-meet-the-threat/article22832660/
jerrykingterrorism Stephen_Harper overreaction ISIS Canada Canadian lone_wolves editorials self-radicalization strengths security_&_intelligence perspectives sense_of_proportion the_big_picture homegrown intelligence-gathering prime_ministers level-headednesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:b5c8a20b8151/From one pollster to another: Stop trying to predict elections - The Globe and Mail2014-06-11T18:25:30+00:00
http://www.theglobeandmail.com/news/politics/from-one-pollster-to-another-stop-predicting-elections/article19115853/#dashboard/follows/
jerrykingelections political_campaigns predictions public_opinion Bruce_Anderson the_big_picture contextual opinion_polls_&_surveyshttps://pinboard.in/https://pinboard.in/u:jerryking/b:03ee83b9790f/What does the future hold for the CBC? - The Globe and Mail2014-04-13T18:25:11+00:00
http://www.theglobeandmail.com/arts/what-does-the-future-hold-for-the-cbc/article17949096/#dashboard/follows/
jerrykingCBC_Radio CBC_TV Simon_Houpt millennials Vice_Media the_big_picture partnershipshttps://pinboard.in/https://pinboard.in/u:jerryking/b:83636113b1e5/Staying Focused2013-12-19T06:44:09+00:00
http://hbr.org/2013/12/staying-focused/ar/1
jerrykingleaders focus editorials HBR attention think_threes strategy emotional_intelligence incisiveness inward-looking people_skills serving_others the_big_picture what_really_matters self-awareness distractions filteringhttps://pinboard.in/https://pinboard.in/u:jerryking/b:4429dc1c8ff8/Looking for the Big Picture2013-11-07T07:09:27+00:00
https://notes.pinboard.in/u:jerryking/77225747ca0e73c0765c
jerrykingideacity brainstorming meetings the_big_picturehttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:f2158f316302/Manage your time as well as your staff - FT.com2013-10-03T14:31:51+00:00
http://www.ft.com/intl/cms/s/0/b21bc0f8-29bf-11e3-9bc6-00144feab7de.html#axzz2gfVHF9Ro
jerrykingLuke_Johnson time-management entrepreneur listening personal_energy multitasking the_big_picture well-informed what_really_matters humilityhttps://pinboard.in/https://pinboard.in/u:jerryking/b:e50769ba4a2b/Barry Ritholtz, Curriculum Vitae | The Big Picture2013-04-30T13:52:38+00:00
http://www.ritholtz.com/blog/barry-ritholtz-curriculum-vitae/
jerrykingeconomists Wall_Street financiers the_big_picturehttps://pinboard.in/https://pinboard.in/u:jerryking/b:e6792d7e0abc/The man who's selling us short2013-04-30T09:09:36+00:00
https://notes.pinboard.in/u:jerryking/161b1bb04f5e38c59e4f
jerrykinghedge_funds Canada housing short_selling the_big_picture detail-oriented all-inhttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:0328d6113255/globeadvisor.com: Looking at the big picture from ground up2012-06-11T21:10:42+00:00
https://www.theglobeandmail.com/report-on-business/careers/careers-leadership/thomas-wellner-looking-at-the-big-picture-from-the-ground-up/article4246012/
jerrykingFreshbooks the_big_picture CEOs CML data diagnostic doctors healthcare laboratories LifeLabs patient_records Tom_Wellner medicalhttps://pinboard.in/https://pinboard.in/u:jerryking/b:ead48d6904ed/The need for fathers2011-11-29T01:05:38+00:00
http://proquest.umi.com.ezproxy.torontopubliclibrary.ca/pqdweb?did=1056522321&sid=8&Fmt=3&clientId=1525&RQT=309&VName=PQD
jerrykingProQuest letters_to_the_editor fatherhood dysfunction family systemic_discrimination the_big_picture boys black_familieshttps://pinboard.in/https://pinboard.in/u:jerryking/b:49c02a07cb3a/Corner Office - The 5 Habits of Highly Effective C.E.O.’s2011-04-18T01:54:37+00:00
http://www.nytimes.com/2011/04/17/business/17excerpt.html?sq=Distilling%20the%20wisdom&st=cse&scp=1&pagewanted=all
jerryking>Curiosity<<.
Share stories re. failures, doubts & mistakes. Ask big-picture
questions re. why things work the way they do & can they be improved
upon? Know people’s >>back stories<<, and what they do. Relentless
questioning can lead to spotting **new opportunities**, or helping
understand subordinates, and how to get them to work together
effectively.
* Battle-Hardened Confidence
The best predictor of behavior is past performance, & that’s why so
many CEOs interview job candidates about how they've dealt with failure.
* Team Smarts
* A Simple Mind-Set
Be concise, get to the point, make it simple. ...There was a time when
simply having certain information was a competitive advantage. Now, in
the Internet era, most people have easy access to the same information.
That puts a greater premium on the **ability to synthesize**, to >>connect
dots<< in new ways and to ask simple, smart questions that lead to
untapped opportunities.
* >>Fearlessness<< - Not status quo!
]]>CEOs leadership teams ksfs Managing_Your_Career executive_management curiosity questions mindsets concision confidence critical_thinking overlooked_opportunities interpretation connecting_the_dots fearlessness the_big_picture subordinates contextual_intelligence commoditization_of_information information_synthesis back_storieshttps://pinboard.in/u:jerryking/b:373301feb6b4/Assumption hunters, a new consulting business?2010-12-15T15:01:06+00:00
http://cultureby.com/2008/03/assumption-hunt.html
jerrykingassumptions management_consulting information_gaps unknowns anthropology blindsided blind_spots challenges anthropologists philosophers the_big_picture expertise deteriorating_systems sunset_provisions threats threat_intelligence uncertainty Chris_Hadfieldhttps://pinboard.in/u:jerryking/b:b7515e3e3ce6/Windows--the big picture2010-11-18T16:42:35+00:00
http://proquest.umi.com/pqdweb?did=1162496761&sid=4&Fmt=3&clientId=11263&RQT=309&VName=PQD
jerrykingProQuest Gadi_Prager the_big_picturehttps://pinboard.in/u:jerryking/b:11a2f1cbb014/Premier's Awards for Teaching Excellence2010-03-12T13:36:25+00:00
http://www.edu.gov.on.ca/teachingawards/tips.html
jerrykingteaching nominations recommendations coverletters the_big_picturehttps://pinboard.in/u:jerryking/b:813833a9b732/Where are the Kissingers for the 21st century?2010-03-01T02:41:26+00:00
http://www.theglobeandmail.com/news/opinions/where-are-the-kissingers-for-the-21st-century/article1483368/
jerryking>connections<< and **calculated risk-taking**.
Mr. >>Kissinger<< excelled at both. He was a >>big-picture thinker<< who drew
actively on the work of people with diverse areas of expertise.[i.e. = "information synthesis"] Mr.
Kissinger might not have done the original research, but he knew how to
identify and exploit valuable **new knowledge**. In the **decades after the
Second World War**, Mr. Kissinger guided >>policy-makers<< in their responses
to the challenges of postwar reconstruction, communist >>containment<<, the
nuclear arms race, limited warfare, Third World revolutions and >>détente<<.
]]>Henry_Kissinger career_paths leadership risk-taking Communicating_&_Connecting humanities realpolitik 21st._century statesmen diplomacy strategic_thinking grand_strategy APNSA the_big_picture generating_strategic_options advice connecting_the_dots calculated_risks containment détente information_synthesis policymakers policymaking post-WWIIhttps://pinboard.in/u:jerryking/b:3c6ada8ba88d/For Entrepreneurs, It’s All About Time2010-02-26T07:29:30+00:00
http://www.nytimes.com/2008/04/01/business/smallbusiness/01toolkit.html?ex=1364875200&en=079bacbf954ff596&ei=5124&partner=permalink&exprod=permalink
jerrykingsmall_business entrepreneur time-management productivity Pareto_Principle information_overload procrastination JCK GTD inspiration affirmations sleep priorities commitments David_Allen lunchtime the_big_picture plan_ahead time_is_your_most_valuable_asset RoMTAhttps://pinboard.in/u:jerryking/b:2ef520847f58/Ambidextrous Marketing - WSJ.com2010-01-28T15:44:04+00:00
http://online.wsj.com/article/SB112898297778364835.html
jerrykingmarketing howto ROI managers accountability HBS decision_making metrics data_driven CMOs measurements John_Quelch fragmentation advertising the_big_picture growth_hacking ambidexterityhttps://pinboard.in/u:jerryking/b:015afc10ba56/The DNA Problem in American Spying - NYTimes.com2010-01-06T10:40:53+00:00
http://www.nytimes.com/2010/01/03/weekinreview/03tanenhaus.html?hpw
jerryking>Pearl Harbor<< attack, Kent’s approach, betrays “a compulsive preoccupation with prediction, with the elimination of ‘surprise’ from foreign affairs.” There is another school of thought,popularized by political scientist Willmoore Kendall, that the most useful intelligence provides a big “pictures” of the world that decision makers needed for formulating broad policy. Intelligence experts therefore should not just acquire and analyze information; they should **interpret** it as well.
]]>security_&_intelligence books book_reviews the_big_picture intelligence-gathering interpretative policymakers analysis data_collection information_interpretation Pearl_Harbourhttps://pinboard.in/u:jerryking/b:e4b08e13357c/Chicago Reader Blogs: The Sports Page2009-06-25T17:23:27+00:00
http://blogs.chicagoreader.com/sports/2009/03/04/number-crunching-wall-street-journals-new-sports-p/
jerrykingsports unconventional_thinking sportscasting storytelling interpretative aftermath the_big_picture next_play behind-the-scenes forward_looking WSJ ahead_of_the_curve predictionshttps://pinboard.in/u:jerryking/b:7e9a850d6ff3/How to be wise before the event2009-05-13T13:29:16+00:00
http://www.ft.com/cms/s/0/d899f656-0cc2-11de-a555-0000779fd2ac,dwp_uuid=6cae5056-0734-11de-9294-000077b07658.html
jerryking>new markets<< and customers to grow, and that means taking steps into the unknown. I doubt that anyone will be suggesting, in this newspaper’s new series of articles on the future of capitalism, that risk-taking should be abolished.
Bad risk-management helped get us into the current mess. It is vital that we learn the right lessons about risk from the crisis. What are they?
The new edition of Harvard Business Review contains a lucid piece of analysis from René Stulz, professor of banking and monetary economics at Ohio State University’s Fisher College of Business. While his principal focus is on the financial sector, the diagnosis will be helpful to managers in any business or organisation.
Prof Stulz describes six ways in which risk has been mismanaged. First, there has been **too much reliance** on >>historical data<< among today’s decision-makers. Extrapolating from the past can provide, at best, only partial guidance for the future. Financial innovation has created a new world. No wonder some managers were unprepared for the calamitous fall in asset prices and demand. This collapse was unimaginable to anyone basing their thinking on post-war performance alone.
Second, narrow daily measures – in banking these are known as “value at risk” measures – have underestimated the risks that are being run. The assumption behind a daily measure of risk is that action can be taken quickly (through an asset sale) to remove that risk. But, as the current crisis has shown, such rapid moves become impossible when markets seize up.
Third, >>knowable<< risks have been overlooked. Managers who work in >>silos<< may appreciate the risks that they personally are exposed to. But they may not see how risks being run elsewhere in the business could affect them too. Someone – a chief risk officer? – needs to track them all.
Fourth, concealed risks [i.e. = "hidden risks"] have been overlooked. Incentives [i.e. = "perverse incentives"] have proved to be particularly dangerous in this regard. Some traders and lenders may have enjoyed taking risky decisions that in the short term appeared to be delivering well for them and their organisations. But they had no incentive to report any downside risk. And **unreported risks** [i.e. = "undiscussed"] tend to expand.
Fifth, there has been a failure to >>communicate effectively<<. It is dangerous, Prof Stulz says, when risk managers are so expert in their field that they lose the ability to explain in simple terms what they are doing. The board may develop a >>false sense of security<< by failing to appreciate the complexity of the risks being managed.
Last, risks have not been managed in real time. Organisations have to be able to monitor fast-changing markets and where necessary respond to them without delay.
Prof Stulz offers a useful technical analysis. But a true understanding of risk also requires a maturity of outlook, an ability to see the big picture, and ++deep experience. This last is a rare commodity: impossible to fake and acquired only over time++.[i.e. = "experience still matters"]
In a new McKinsey publication called What Matters, the 90-year-old investment manager and author Peter Bernstein offers some sober insights. “What is risk management all about anyway?” he writes. “We use the words as though everybody understands what we are talking about. But life is not that simple. Risk means more things can happen than will happen – which is a fancy way of saying we do not know what is going to happen.”
Mr Bernstein’s central point – not revolutionary, but unarguable – is that downside risks must be assessed rigorously. Someone old enough to remember the Wall Street crash is probably worth listening to right now.[i.e. = "elder wisdom"]
“Nothing is 100% sure,” Mr Bernstein says. “While a 95% probability is statistically significant, that still leaves us in the dark about the remaining 5%, we may decide to accept that uncertainty and bet on the 95% sure thing, but there is still a possibility of being wrong.[i.e. = Cromwell's Law vs. Pascal's wager]
“The crucial question to ask is, ‘What would be the consequence if that 5% chance comes to pass?’ ”
Welcome to the less exciting but more soundly based era of >>calculated risks<<. For the foreseeable future, business leaders will be trying to be wise before rather than after the event.
]]>Stefan_Stern business management risks beforemath wisdom communicating_risks fast-changing hidden McKinsey overreliance Peter_Bernstein recessions real-time the_big_picture VaR risk-assessment risk-management what_really_matters downside_risks false_sense_of_security elder_wisdom historical_data financial_innovation risk-savvy CRO Pascal's_wager Cromwell’s_Law perverse_incentives calculated_risks silo_mentality hidden_risks knowability undiscussed new_markets experience_still_matters communicating_effectivelyhttps://pinboard.in/u:jerryking/b:3fa31351cbb2/Hezbollah as 'a hot cell for innovation'Why our intentions 'don't just fail, they backfire'2009-05-02T08:37:15+00:00
https://www.thestar.com/news/insight/2009/04/19/why_our_intentions_dont_just_fail_they_backfire.html
jerrykinguncertainty Joshua_Cooper_Ramo geopolitics unpredictability resilience 21st._century adaptability managing_uncertainty Hezbollah unintended_consequences unexpected political_power accelerated_lifecycles U.S._State_Department immobilize paralyze constant_change revenge_effects rogue_actors unthinkable misunderstandings Cambrian_explosion iterations Octothorpe_Software Mikhail_Gorbachev the_big_picture warp_speed financial_system new_normal backfirehttps://pinboard.in/u:jerryking/b:a4436bd80579/YAM March 2003 - Studies in Grand Strategy2009-04-14T16:36:03+00:00
http://archives.yalealumnimagazine.com/issues/03_03/grandstrategy.html
jerrykingYale Colleges_&_Universities curriculum strategy innovation strategic_thinking grand_strategy the_big_picture Sun_Tzu diplomacy geopoliticshttps://pinboard.in/u:jerryking/b:2abe9cfd9252/