I disagree with many of the points below. One by one:

#6: the problem is not herding, but herding in absence of skin in the game.

Herding + skin in the game = we imitate those who prepare for disasters.

Herding w/o skin in the game = we imitate charlatans and fools.

(THREAD)
#4: Inertia. If it were a thing, people who got a driving license would keep driving slowly, as they got used to while practicing.

Instead, inertia is a confabulation. We constantly adapt our optimal risk-taking level based on our experiences and incentives.
Sometimes it means not to change (and a researcher jumps in calling "inertia!") but other times it means to change (and someone jumps in calling "another fancy name for another bias") – but both are confabulations that tell more about the study design than about our brain.
Here is more on the dynamics of risk taking
#2: Again, I disagree. The problem is not amnesia – we perfectly remember about the lessons of past disasters. Any trader will be able to tell you what was the learning of each previous financial crisis.

The problem is acting in accordance to the lessons we know.
The latter is not an instance of amnesia. We fail to act in accordance with the lessons we know because the part of our brain that makes decisions is distinct from the part that takes action (One of the core theses of my book "The Control Heuristic", gum.co/heuristic)
(by the way, original screenshot by @rshotton – recommended follow – from a copy of The Ostrich Paradox, a book by H. Kunreuther and R. Meyer)
Another core point of "The Control Heuristic" is that we optimally evolved for our ancestors' environment. Most instances of "bad decisions" are not the result of a bias in our brain but of a novel environment for which we didn't adapt yet.
For example, yes, I shouldn't eat a sugary donut.

But if my brain didn't crave sugar, would humans have survived till today?

This is important because…

(continues below)
Because, we cannot change how we're wired. Not enough to relay on it as a strategy.

Given a problematic environment very different from the one we evolved, we'll keep taking terrible decisions.
For example, we are prone to imitation because imitation is a great survival strategy (assuming a society with skin in the game, where only those with behaviors worth imitating survive, and those with harmful behaviors disappear from the pool of people to imitate).

Therefore…
…we are prone to imitate because we evolved assuming skin in the game.

If today's society lacks skin in the game, we'll head to ruin.

Trying to imitate less won't work.

What will work is to require and enforce skin in the game. So that only the good is left to imitate.
So, whenever we see what looks like a bias, we should ask ourselves: am I measuring behavioral defects, or am I measuring the difference between the observed environment and the one our brain evolved for?

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More from @DellAnnaLuca

15 Apr
FIVE REASONS ORGANIZATIONS FAIL TO GET CORE VALUES ADOPTED

1/ A lack of clarity on how consistently they should be practiced.

So employees and managers are left wondering, "yes, ethics is important, but should I really keep that star employee accountable?"
2/ A lack of clarity on whether employees are protected from the costs of practicing Core Values.

So they are left wondering, "yes, sustainability is important, but should I push for greener suppliers even if it will cause delays to the project?"
3/ Managers talking too infrequently about Core Values.

So their employees are left wondering, "yes, safety was yesterday's priority, but is it still relevant today? Or did the priorities change?"
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9 Apr
MOST INITIATIVES FAIL FROM A LACK CAPILLARITY

Example: 94% of 80+yo in my region booked the vaccine but only 50% of 70-79yo. Why? The former can do it through their doctor; the latter must use a website.

Website scale fast, but arteries must become capillaries to reach everyone
2/ Similarly, many company initiatives fail because the center (top management) uses arteries (company-wide emails) to communicate a change to the the peripheries (employees).

Instead, they should focus on a capillar approach. Only supervisors are close enough to drive change.
3/ The focus of every company initiative should be to *actively* recruit & engage supervisors so that they'll communicate the change & demonstrate the need for change *effectively*.

Some things can only be done with personal touch.
Company initiatives must account for it or fail
Read 4 tweets
7 Apr
THE PYRAMID OF RISK

Bigger risks are infrequent; organizations that use them as indicators of problems will only react when it's too late.

Instead, by measuring the basis of the pyramid, organizations can spot problems before they become catastrophes.

Thread (1/N)
2/ In the 30s, a researcher by the name of Heinrich studied workplace incidents and noticed that for each death, there are many injuries.

And for each injury, many near misses.

And for each near miss, many unsafe behaviors.

Hence the pyramid shape.
4/ The pyramid of risk is one of the most important concepts that a manager must know.

Here is why.
Read 15 tweets
7 Apr
ALL MY BOOKS 10+% OFF
thanks to @Gumroad Day

Gumroad is the platform on which I sell my eBooks. It's their 10th birthday. To celebrate, they decided to cancel all transaction fees for the day, and I decided to match & pass the savings to readers

(discount links in the thread👇)
First, my most-sold book: "Ergodicity, as simple as possible."

It's the best book to get an intuitive understanding of one of the most important concepts to take good decisions regarding your career, relationships, and life in general.

Discount link: gumroad.com/l/ergodicity/g…
A review:
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31 Mar
THE DISTRIBUTED BRAIN

Why do we fall prey of illusions such as the one below?

The answer lies in how our brain is wired

(thread, 1/N)
2/ Let's look at a fragment of the previous image.

It looks coherent and could plausibly exist.
3/ Also the other two fragments, when examined one by one, look plausible.
Read 11 tweets
31 Mar
THE DISTRIBUTED BRAIN

Why do we fall prey of illusions such as the one below?

The answer lies in how our brain is wired

(thread, 1/N)
2/ Let's look at a fragment of the previous image.

It looks coherent and could plausibly exist.
3/ Also the other two fragments, when examined one by one, look plausible.
Read 8 tweets

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