Daniel Kahneman

And it forces people to be better prepared.

Except people don't want this.

So I don't know whether it's even possible to implement it.

But clearly, if you could, it would be a good idea.

Yeah.

And then, you know, there's somebody who is going to prepare the case.

And so I glance at the material and then, you know, so a lot of meetings are tremendously succinct for wasted time.

And improving the quality of meetings would be a big thing.

Keeping them short.

You know, I'm not a professional at fixing meetings, so I have a few ideas but not a complete view.

The question of structuring the meetings to be discussing topics one at a time, that I think is really useful.

I'll give you an example.

I mean, it's something that I suggested when I was consulting, but for some reason, people didn't buy that suggestion.

So when an investment is being discussed, say, by an investment firm, some staff people, if it's a big investment, staff people will prepare a briefing book.

with chapters.

Now, our recommendation would be that the staff should end each chapter with a score.

How does that chapter, taken on its own, independently of anything else, affect the likely decision?

And then you could structure the meeting that discusses this and

the meeting of the boards, to discuss these scores one at a time.

That has the effect that I was talking about earlier, making the decision, making the judgments about the dimensions.