One thing we learned from this pandemic: the basics of infectious diseases are not understood well and widely enough.

Basic things such as "diseases spread." The world acted as if it weren't true in January & February 2020.

1/4

Some other basic concepts that aren't clear yet, even though they costed us dearly:
- problems must be addressed not for how big they are but how big they can become
- connectivity (planes, etc.) helps diseases spread

2/4
– respiratory diseases are likely to transmit by having inhaled the air someone infected exhaled (duh, and yet…)

3/4
Another basic concept we're ignoring:
- virus labs and bat research are sources of outbreaks

Regardless of what happened in Wuhan with COVID, there are tens of documented cases a year, as per my pinned tweet.

Will we also ignore this, until it's too late and beyond?

4/4

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More from @DellAnnaLuca

3 May
GETTING CORE VALUES ADOPTED

The other day, I talked about best practices to drive the adoption of standards of behavior.

Here is the recording and, in the thread below, a few highlights.

1/ Core Values must be expressed as trade-offs.

2/ "Ethics is one of our Core Values"
→ generic, not a standard, not actionable

"We always condemn unethical behavior, even from our star performers"
→ specific, a standard of behavior, actionable
3/ Another example:

"Customer focus is one of our Core Values"
→ generic, not a standard of behavior, not actionable

"Each piece of customer feedback is routed to someone accountable for what it describes"
→ specific, a standard, actionable
Read 9 tweets
29 Apr
WHY MANAGERS MICROMANAGE

1/ They superstitiously believe that their successes of the past was caused by an attention to details (whereas it’s random correlation)

2/ They are afraid to be clear on what they need so they must micromanage instead.
3/ They have a fragile position and cannot allow any minimal mistake.

That’s problematic, because things will go wrong. Better to create trust and have frequent honest communication so that problems can’t grow too much.
4/ In the past, they delegated without following up with progress updates, they discovered a problem too late and got burned.

Then, they learned the wrong lesson: instead of frequent progress updates, micromanagement.
Read 4 tweets
29 Apr
Here’s an idea: lower that fence.

Yes, it’s no applicable in all contexts, but example: long degrees are a problem not just for the tuition but in some cases also for the time spent not working and having to move to another city.
Shortening degrees where possible would help.
Read 4 tweets
23 Apr
I LABORATORI "PERDONO" VIRUS MOLTO PIÙ SOVENTE DI QUANTO PENSIAMO

1/ SARS è fuoriuscito da laboratori molte volte; due dallo stesso laboratorio

2/ L'istituto Pasteur perdette 2349 fiale di SARS. Una volta, ne trasportò su un aereo di linea, in barba ai protocolli

(continua👇)
Trovate le fonti in fondo al thread.
3/ Più di 100 laboratori americani di alta sicurezza sono stati sanzionati per aver violato le norme di sicurezza.

I regolatori hanno permesso loro di continuare a fare esperimenti per anni nonostante ispezioni di sicurezza fallite.
Read 12 tweets
22 Apr
COLD DM GUIDE

1/ Here are some major red flags. Don't do them.

"Can I ask you a question?"

"Can we have a chat <but I won't say why>?"

"I'm building this new product, which is better than current competitors <but I won't say why>"

"I can't write it here"
2/ If your message could have been sent to someone else without any change other than the name, it's spam.
3/ If your message is more about you than about the recipient, it's spam.
Read 6 tweets
19 Apr
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.
Read 13 tweets

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