The presidency of the French Republic is a job description written for one man – Charles de Gaulle – and no one else has since filled the post with much distinction.
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Beware of Franklin’s Gambit in making decisions
18 April 2012
When we make hiring decisions, or construct risk maps, or undertake investment appraisals we complete templates, the purpose of which is not to help us manage or decide but to rationalise what we already believe we know.
‘Give me liberty or £500’ is no rallying cry
10 April 2012, Financial Times
The petty, pragmatic character of Scottish concerns is appropriate, and in a sense reassuring. We should feel relieved that the passions expressed at Bannockburn, or Waterloo, or that prompted Paul Revere’s ride, no longer feature in the politics of western Europe.
My generation should repay its good luck
28 March 2012, Financial Times
Young people might reasonably ask their parents or grandparents why a much richer society cannot now provide the benefits it provided for an earlier generation. I am not sure I have a good answer.
Why we struggle with our roulette wheel world
16 March 2011, Financial Times
Probabilistic thinking requires us to recognise both that something might happen and that it is unlikely that it will. Because this is difficult, we are always surprised, shocked, and inadequately prepared for extreme events.
Choice – Renata Salecl
01 September 2010, Financial Times
Faced with the choice of over a hundred 100 jams, I reduced the number of alternatives to 30 or so, and then … well, I finally walked out of the shop without having bought any jam at all. People are overwhelmed by variety of choice.
A bird in the hand can make a lot of sense
25 August 2010, Financial Times
Irrationality lies not in failing to conform to some preconceived notion of how we should behave, but in persisting with a course of action that does not work.
It may be a Rembrandt to you, but markets can beg to differ
21 July 2010, Financial Times
Wherever there is uncertainty, market prices reflect the beliefs of those who are more than averagely sanguine. The result is a reserve of illusory value, constantly depleted by events and replenished by fresh uncertainties.
How to stay ahead of the angry brigade
26 May 2010, Financial Times
Most people dislike confrontation, and, given time, an aggressive minority will find itself alienated. Meet the reasonable demands, and appear to treat the unreasonable ones with seriousness; always engage in discussion, however futile.
01 June 1993, Business Strategy Review
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