Quotes About Flexibility

size hurts you at times of stress; it is not a good idea to be large during difficult times.

Diversity here has to do with the degree of uncertainty inherent in the process.

because we take what we know a little too seriously.

without penalty to themselves from having been wrong in the first paper

the project managers incur only small errors and can adapt to them.

the second lesson is more aggressive: you can actually take advantage of the problem of prediction and epistemic arrogance!

taking the other side of fragility makes you antifragile.)

Procrastination turned out to be a way to let events take their course and give the activists the chance to change their minds before committing to irreversible policies.

they are now totally untrained to handle ambiguity.

and, although it was a less ambitious version than initially envisioned

To put it again in other words: it is rather a good thing to lose arguments.

we should first make things more robust to defects and forecast errors, or even exploit these errors, making lemonade out of the lemons.

parties are great for optionality).

it makes them much less dependent on economic forecasts. This allowed them to shrug off later crises.2

as to what to do in the event of losses.

in a trial and error mode, you exercise rationality by not looking in the same place twice.

Living on our planet, today, requires a lot more imagination than we are made to have.

The problem is that our ideas are sticky: once we produce a theory, we are not likely to change our minds—so those who delay developing their theories are better off.

Clearly, binary outcomes are not very prevalent in life; they mostly exist in laboratory experiments and in research papers. In life, payoffs are usually open-ended, or, at least, variable.

The future ain't what it used to be," Berra

Someone with optionality—the right to pick and choose his story—is only reporting on what suits his purpose.

The problem is that our ideas are sticky: once we produce a theory, we are not likely to change our minds—so those who delay developing their theories are better off. When you develop your opinions on the basis of weak evidence, you will have difficulty interpreting subsequent information that contradicts these opinions, even if this new information is obviously more accurate.

Knowing that you cannot predict does not mean that you cannot benefit from unpredictability.

the most successful businesses are precisely those that know how to work around inherent unpredictability and even exploit it.