Tag: #Uncertainty
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“Nocebo” calls for vaccination side effects.
Most of the side effects that people experience after a COVID-19 vaccination can be blamed on the ‘nocebo’ effect. The nocebo effect is like the evil twin of the placebo effect — for example, it heightens pain if a person anticipates that something will hurt. Researchers reviewed 12 randomized clinical trials of COVID-19 vaccines and…
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9 out of 10 fail, but ACM and AIT might help… recalibrating/updating stress responsivity patterns
Future-Proofing Startups: Stress Management Principles Based on Adaptive Calibration Model and Active Inference Theory Adaptive Calibration Model (ACM) and Active Inference Theory (AIT) are related to future-proofing startups. – ACM encompasses the allocation of energy by the stress response system to alternative options for action, depending upon individuals’ life histories and changing external contexts. –…
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Break the wall of disciplines: Internal and external transformation for sustainability and climate
The growing need to respond the quest for sustainability, raises the importance of good decision making. A great article just published, relates good sustainable decisioning to internal and external transformations needed. The authors propose an integrated model of change as an agenda and roadmap for future research, policy and practice. Some intersting text snippets: From…
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Biological thinking – BCG
I want to share this BCG article on Biological Thinking, messy management for a complex world. Biological thinking matters for several important reasons: First, in complex adaptive systems, there is no single formula or framework that always works. In fact, the very defiance of formulaic problem solving is what makes CAS management so challenging initially.…
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Six problem-solving mindsets for very uncertain times
McKinsey has a nice article helping to solve undecidability under uncertainty.And since a picture is worth so many words: Six mutually reinforcing approaches underly their success: (1) being ever-curious about every element of a problem;Think of the never-ending “whys”. Natural human biases in decision making, including confirmation, availability, and anchoring biases, often cause us to shut down…
