Daniel Kahneman

Yeah, Bridgewater.

But in general, I haven't consulted with Bridgewater.

They don't need me.

But in general, when I suggested that, it never went anywhere.

Oh, I mean, my decision journal would be a mess.

I'm not putting myself as an example.

Yeah, but no, no.

You would want to say what were the main arguments, pro and con?

What were the alternatives that were considered?

It doesn't have to be very detailed, but it should be enough so that you can come later and debrief yourself.

That would be good.

Then, you know, it would depend on something that you could evaluate later.

Oh, yeah.

Yeah, but also very costly.

And you will see that certainly anything that threatens the leader is not going to be adopted.

And leaders may not want something that threatens their subordinates either.

People are really very worried about embarrassment.

Yeah, I can really explain it by saying what, you know, was the beginning of it, which was a consulting assignment in an insurance company where we had the idea of running a test to see whether people in a given role who were supposed to be interchangeable

agreed with each other.

So when you come to an insurance company and an underwriter gives you a premium, the underwriter speaks for the company.