Sublime
An inspiration engine for ideas
a relatively uninformed crowd could predict better than the firm’s best seers.
Michael J. Mauboussin • Think Twice: Harnessing the Power of Counterintuition
The person knows how to unbundle, choose, and simplify the issues involved.
Kerry Patterson • Crucial Conversations: Tools for Talking When Stakes are High, Third Edition
Michael Mauboussin • Who Is On the Other Side?
Yet evidence reveals that when business executives compete in tournaments to price products,19 the best strategists are actually slow and unsure.
Adam Grant • Think Again: The Power of Knowing What You Don't Know
Anticipate the arguments the other side will make.
G. Richard Shell • Bargaining for Advantage: Negotiation Strategies for Reasonable People
Richard Thaler tells of a discussion about decision making he had with the top managers of the 25 divisions of a large company. He asked them to consider a risky option in which, with equal probabilities, they could lose a large amount of the capital they controlled or earn double that amount. None of the executives was willing to take such a dange
... See moreDaniel Kahneman • Thinking, Fast and Slow
The dilemma between intensely loss-averse moral attitudes and efficient risk management does not have a simple and compelling solution.