New ideas or concepts enlarge the individual’s brain; solutions to ‘increasingly complex’ problems are best derived in variegated groups; recombinant ideation surpasses single-disciplinary perspective. In sum: ‘Diversity is the hidden engine of humanity’ (p. 248). Case studies seemingly prove the point – but also seem cherry-picked from the morass of popular culture and social science. How does diversity address the highest goods? If humanity best resolves its affairs collectively, shouldn’t it seek to apply its predecessors’ wisdom instead of treating every set of circumstances as unique or unprecedented? The author’s assessment of leadership is also suspect: commitment to sharing is not guarantee of final performance, and accountability is muddled.
Also of interest:
• Averages used well will harness insights for multiples, used badly will saddle the same multiples with limited scope
• in light of evidence that societies which didn’t restrict its citizenry often outperformed those which, the coda addressing the UK’s Covid 19 regime seems rushed poorly chosen
• ¿Cultural differences are biological not genetic?
Decision making
12. Gladwell, Blink (2005)
The key to snap judgments is reducing extraneous variables. ‘Thin slicing’ identifies the critical factors and draws on experienced evaluation of them. Many such evaluations are in fact subconscious; both asking people to articulate the process and introducing additional information reduces efficiency and accuracy. Drawing heavily on neuroscience, the book explore the right conditions for spontaneous decision making, unconscious prejudice, and how facial expressions betray thoughts. ‘Take charge of the first two seconds’.