Daniel Kahneman

We call them mediating assessments is a little jargon too.

The mediating assessments come first.

And then you have a profile of them.

And then you make a global judgment.

And you can structure it.

So if the staff has presented a score and you discuss in the board, do we accept their score?

You're forcing people to have a look at the evidence.

That's it.

So, you know...

There are ways of doing this, but if you're going to be too rigid about it, it won't work either.

Oh, I mean, virtually all the advice I gave, people don't follow.

I mean, you know, I think that's not, you shouldn't, you know, you're not going to be a consultant if you expect your advice to be taken.

You have to give the best advice you can.

Well, I mean, you know, I would advise people who make a lot of decisions to keep track of their decisions and of how they turned out so that later you can come and evaluate your procedures and see whether there is anything that is in common with those decisions that turned out well and didn't, not so well, and so on.

People hate doing this.

Oh, because retrospectively, they may look foolish, some of them or all of them, or in particular, the leader.

So they really don't like keeping track.

I mean, there are exceptions.

Ray Dalio and his firm and where everything is explicit.

Bridgewater.