|
Daniel Kahneman, the author of Thinking, Fast and Slow, did an experiment. ​ He gave two options: ​ Would you accept a gamble that offers a 10% chance to win $95 and a 90% chance to lose $5? Or. Would you pay $5 to participate in a lottery that offers a 10% chance to win $100 and a 90% chance to win nothing? ​ Well… if you studied engineering, you have convinced yourself that the two problems are identical. ​ In both, you are either richer by $95 or poorer by $5. ​ But that’s engineering mindset… ​ No question why we take so long to find someone that can endure us. ​ The reality is that the second option attracts more people. ​ A bad outcome is much more acceptable if it is framed as the cost of a lottery ticket that did not win than if it is simply described as losing a gamble. ​ We should not be surprised: losses evoke stronger negative feelings than costs. ​ If you have no idea what I’m talking about, you should take a look to the book below. It will teach you to avoid gambles and call some costs, investments. ​
​
PD 1: If you liked this email, don't keep it in secret and forward it to a friend. They will thank you enormously one day. PD 2: If somebody has sent you this email and you want to receive emails like this yourself, visit vicentevalencia.com PD 3: If you want unsubscribe, click the link below. ​ ​ |
I talk about Personal Growth, Management, Infrastructure and More | 👇JOIN +2k readers 👇
Impossible. Nobody can be that stupid. Well… welcome to another day. A contractor (let’s call him Mr. Optimism) decided to “save time” on a warehouse project. How? By installing the roof before securing the steel structure with the final bolts. “Don’t worry, jefe, it holds by itself.” Famous last words of every construction project ever. The weather app showed light breeze. New Zealand showed: “Hold my beer.” A 45-km/h gust arrived, grabbed the entire roof like a giant frisbee, and sent it...
In a meeting with an agency not long time ago, I was asked for advice with regards to the team they’ll need to set up for managing a PPP project. Obviously, our conversation started by a “are you kidding me”? Managing multibillion dollar projects required people able to handle multibillion dollar projects. That’s the basics. If you bring to your team people used to manage projects in the range of 10 millions… the focus is not going to be on the right things. The nickelling and diamonding...
Imagine that you write your monthly report. Yes, you’re part of a consortium in a PPP project. You write your report. And you send it to the agency, the government, or whatever. It’s subject to the famous review procedures. The agency sends back comments. They disagree with some of your statements. And you disagree with those statements. What to do? Remember, next month, again the j*dido report de mi€rda. You can be dragged to an endless set of discussions about every single monthly report....