Stephen Dubner

But the problem is that it's very, very, very marketable.

I'm glad The New York Times is thriving.

A previous, you know, I guess, CEO or publisher, Mark Thompson,

came in and as far as I can tell, he saw that news is important, but if we can sell recipes and games and we can pay for the news, then that's a reorientation.

And that really worked.

Did that make the news slightly less robust, serious?

I think it probably did, or it's just the nature of how journalism has changed over time.

But

Even the New York Times and our social media and our friends that we run into, we all are pushing each other into these ridiculously tiny little silos.

And I think it's up to every individual to just say, like, you know, the would-be next generation crack user, like, not for me.

I would rather go surfing, go read a book, go play golf, go hang out with friends and do something.

And live a life that is of rather than be an observer and think this is what that is about.

Right.

For a lot of people, including myself, one thing that's hard to not do or that comes naturally, at least to me and many other people, but not all people, that I've tried to just diminish a lot is the impulse to judge.

The impulse to judge is, I think, a very, very smart, healthy evolutionary process.

trait because everything from life on the Savannah, is that one going to eat me?

So you have to make judgments, you know, Danny Kahneman, I'm sure you guys have dug into that, thinking fast and thinking slower, two viable ways of assessing things.

But often when we make a consequential decision that should be thought through slowly, we make it fast.

So that's really bad.

And I feel we do that all the time.