implementation

Sixth, the Shah's reforms swelled the size of the two classes that posed the greatest challenges to his monarchy: the intelligentsia, and the urban working class. Their resentment of the Shah also grew, as they were now stripped of organizations that had represented them in the past and given them avenues for status, such as political parties, prof

This is not an exhaustive list, but you can see the pattern: An elitist, pro-Western, anti-Islamic leader, propped up by the US, initially succeeded in modernizing the economy, but hit some roadblocks and didn’t act decisively, letting the opposition take over.

Ninth, because the Shah didn’t have riot police, he frequently deployed the army to stop demonstrations, but the army was not prepared for that, and sometimes demonstrators were killed. This fired people up against the regime, but Pahlavi didn’t want to overuse force. The result was a deployment of the army who couldn’t use its weapons to quell dis

Myself and many others would argue that a major currency devaluation is a type of default. In that sense, the US government defaulted on bondholders in the 1930s by devaluating the dollar vs gold, and then again in the 1970s by decoupling the dollar from gold entirely. The 2020-2021 period was also a type of default, in the sense that the broad mon

expanding the monetary base is very different than expanding the broad money supply. Many people think that QE alone is inflationary, but it’s not. At most, QE alone is anti-deflationary, or inflationary for asset prices in particular. On its own, QE doesn’t result in more money in peoples’ pockets chasing more goods, or higher commodity prices.

A p

It’s clear to many that we’re already stepping into the age of wisdom work. Every CEO Dan Shipper points to the rise of the allocation economy, where the advent of AI means everyone will become a manager: “You won’t be judged on how much you know, but instead on how well you can allocate and manage the resources to get work done.” Being a great man

Connection: Vulnerability, impartiality, empathy, and wonder

The majority of us have been taught that connection is earned through achievement. We believe that once we become successful, smart, or generous enough, we’ll be worthy of connection.

But people don’t want you to be perfect. They want to be connected to you.

Discernment goes beyond what is true in the stacks of data. It is the ability to see things clearly and zero in on what matters.

What most people don’t realize is that your relationship with yourself sets the tone for everything else. If you don’t trust yourself, you won’t trust your team. If you shut down your own desires, you’ll feel resentful of

evidence suggests that piling on more data often hurts decision quality:

1. Too much choice stalls action. In the famous "jam study," shoppers presented with 24 flavors bought jam 3 percent of the time, while those offered just six flavors purchased 30 percent of the time—a 10-fold jump.


2. Information overload erodes well-being. Two-thirds of