Podcasts about Industrial organization

Corporate structures often prioritize hierarchy and control, yet many struggle with inefficiency, lack of accountability, and a disconnect between leadership and workers. Traditional top-down management can stifle innovation and motivation, leading to cultures that feel rigid and unproductive. A market-driven approach—one that aligns incentives with outcomes—offers a different path, encouraging transparency, competition, and individual ownership. From historical failures to modern industrial challenges, the lesson is clear: organizations that embrace adaptability and honest self-interest tend to be more sustainable and effective in the long run. Christian Parker is an author and industry expert with over 17 years of experience at Boeing. He has published several books, including "How to Use the Invisible Hand Within an Industrial Organization" and "The Care and Maintenance of Heavy Jets," which explore the intricacies of company culture and organizational structure. Today, Christian Parker shared his insights on the challenges facing large corporations, particularly in the aviation industry. He discussed the need to move away from traditional hierarchical models and instead embrace a market-driven approach that harnesses the power of self-interest. Stay tuned! Resources Get a copy of How to use the INVISIBLE HAND WITHIN an industrial organization by Christian Parker on Amazon Get a copy of Care and Maintenance of Heavy Jets by Christian Parker on Amazon Follow Christian Parker on Facebook Connect with Christian Parker on LinkedIn

Ari Peskoe describes himself as an electric utility critic and has advice for electric utility enthusiasts.Ari Peskoe is the Director of the Electricity Law Initiative at the Harvard Law School Environmental and Energy Law Program and a prolific writer about regulation of the U.S. power sector on issues ranging from constitutional challenges to states' energy laws to interstate transmission development. The interview is wrapped in commentary from co-hosts Paul Dockery, Ahlmahz Negash, and Farhad Billimoria.You can find the podcast on Apple Podcast, Spotify, or wherever you get your podcasts. Share with friends that are energy enthusiasts, like us!03:11 - 30 seconds of theoryFarhad on Cost of Service vs Incentive based regulationJoskow, P.L., 2024. The Expansion of Incentive (Performance-Based) Regulation of Electricity Distribution and Transmission in the United States. Review of Industrial Organization, pp.1-49.Ahlmahz on Procedural JusticeJenkins, K., McCauley, D., Heffron, R., Stephan, H. and Rehner, R., 2016. Energy justice: A conceptual review. Energy research & social science, 11, pp.174-182.11:01 - Ari Peskoe on Governance11/01/2023 - CleanLaw Podcast - Electricity Law InitiativeCleanLaw–Replacing the Utility Transmission Syndicate's Control, Hannah Dobie interviews Ari Peskoe about his new article in Energy Law JournalPeskoe, A., 2023. Replacing the Utility Transmission Syndicate's Control. Energy LJ, 44, p.447.Market Configuration Matters; Effects of Market Choices on Consumers in the Northwest US51:10 - Ranking Governance, Configuration, and Market Design59:37 - Ari Peskoe's Energy System Analogy1:04:48 - Debriefing on transmission, governance, and public power with Ahlmahz Negash and Farhad BillimoriaPublic Power Underground, for electric utility enthusiasts! Public Power Underground, it's work to watch!

Driving force indeed. Let me introduce you to Mayme Doumbia, our guest on this episode. I met Mayme through LinkedIn and was fascinated to hear her story. She is an immigrant from Africa. She and her family moved to America when Mayme was 13 years of age. She attended college and then wanted to “give back” and so she joined the military. After serving for four years, she went back to college and, under the guidance of a counselor, pursued a degree in Industrial Organization. Currently, among other things, she is seeking a doctorate in in Industrial and Organizational Psychology. Mayme is a full-time coach with her own business, Xcelsior Coaching and Consulting. She has clients throughout the world. She and I have a great and far-ranging conversation talking about everything from what coaches do to how she has been able to successfully coach leaders, teams and others to improve their lives and become better communicators. About the Guest: Mayme is the President of Coaches of Color and Culture and the driving force behind Xcelsior Coaching and Consulting. Her mission? To help leaders cultivate sustainable legacies, champion positive workplace cultures, and foster psychological safety—all underpinned by effective organizational practices. What sets Mayme apart is her distinctive ability to connect with her clients and her rich and diverse cultural background, which provides her with a unique perspective when approaching professional and personal coaching. She's been a soldier, a leader in non-profit organizations, and a seasoned corporate professional. This wealth of experience has given her a unique insight into the many layers of a person's identity and what makes each of us unique. Mayme's coaching style is all about embracing every facet of who you are, and she firmly believes that every leader has the power to influence change when they discover their "raison d'être" (their reason of being/ purpose). She creates a space for leaders to grow exponentially and achieve truly meaningful results. On a personal note, Mayme is currently pursuing her Ph.D. in Industrial and Organizational Psychology, specializing in International Business. Her academic foundation in industrial and organizational psychology uniquely positions her to emphasize the development of strong teams, cultivating thriving workplace cultures, and increasing psychological safety. Beyond her coaching endeavors, Mayme actively contributes to her community through volunteerism on various boards. Ways to connect with Mayme: LinkedIn: https://www.linkedin.com/in/maymedoumbia/ Instagram & Facebook - @maymedoumbia / @coachesofcolorandculture Websites - www.xcelsiorcoaching.com / www.coachesofcolorandculture.com Email - team@xcelsiorcoaching.com / About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app. Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, welcome to another unstoppable mindset podcast episode. Glad you're with us. Today we are going to have a chance to talk to Mayme Doumbia who is a person I find really interesting. She is the president of coaches of color. And she's the main driving force behind the Xcelsior coaching. And we're gonna learn all about that as we go forward. So I'm not going to give anything away. I've read her bio, but I won't cheat and tell you I want her to tell you all about that. Anyway, Mayme, welcome to unstoppable mindset. It's really a great pleasure to have you here.   Mayme Doumbia ** 02:05 Thank you, Michael. It's good to be here. Well,   Michael Hingson ** 02:08 why don't we start, I'd love to start this way, by you telling us a little bit about kind of the early Mamye growing up and all that sort of stuff that got you to where you are,   Mayme Doumbia ** 02:19 oh, the early Mamye. How long do well, whatever   Michael Hingson ** 02:23 you choose. So as long as I have computer memory, we're good.   Mayme Doumbia ** 02:31 Well, that's good to know. So early Mayme I have, well, I grew up as a child of an immigrant. I came here when I was 13 years old, my parents and I and my sister and siblings we came here do towards back in Africa. So I grew up in a home where it was always loving, it was always active. And what brought me to the Mayme today was actively just paying attention to my surroundings and learning from everyone around me, especially my father and my my brothers, I was always the girl who followed the leaders in the House, or at least that's who who I saw as leaders. So it was always fascinating to me to understand why they made some other decisions. And why was that acceptable in certain circumstances? So as the person who I am today, I think I learn the daring aspects of my father, my brothers, and just learning over time from them about what does it mean to be authentically you and how to show up?   Michael Hingson ** 03:50 So you are the only girl? No,   Mayme Doumbia ** 03:52 I was not actually the youngest of seven at the time.   Michael Hingson ** 03:59 Seven severely siblings all together. Yeah,   Mayme Doumbia ** 04:02 that that was that that that beginning stage. We're about 11 now. And I am not the youngest, as much as I love my younger sister. I lost some of those benefits.   Michael Hingson ** 04:20 Well, you know, but you have the memories and you can pass it on to her so that seems fair.   Mayme Doumbia ** 04:27 Yeah, it's definitely a She's lovely. But   Michael Hingson ** 04:31 you moved to the US when you were 13 I did. So you have memories of what it was like in Africa. I guess. I did.   Mayme Doumbia ** 04:39 I still do.   Michael Hingson ** 04:41 So what what cause the family to move what was kind of the final straw that made you all decide to move or made your parents decide to move you all to America?   Mayme Doumbia ** 04:53 So my parents came here, because there was a war. We migrated out from like the I initially to the avocados do tour and where we got to the Abacos. They had a civil war. And that's when our parents had the opportunity to move here as refugees. at a younger age to, I didn't really remember as much the importance of that step until now as an adult, I was just excited for an adventure and just something different. But over time, the realization really dawned on me that they were trying to find a better space and opportunity for their children and for them to be in a safe space.   Michael Hingson ** 05:39 So when they came over here, what kind of work did they take up?   Mayme Doumbia ** 05:43 My parents really worked into the health care field, it was always a passion of my mother especially. And so she worked in a caregiving homes and taking care of other elders. For me, I wanted to become a doctor at one point, I wanted to become a cardiovascular surgeon, when I initially started this journey, but as an immigrant, a lot of times you probably hear the story. This is something my parents thought I should do, because of course, we want the kids to succeed. So we always look for things that mean success to us. So it was either become a lawyer, because I used to talk and very, I was very challenging in my speech. I always like a good conversation. And it was either that or become a lawyer, do doctor or lawyer. So those were my two options.   Michael Hingson ** 06:43 And you went off in different directions, though, didn't you?   Mayme Doumbia ** 06:46 Completely, actually started in doing pre med when I went to Portland State University, I thought that was the path for me. I always had a fascination for the psych field, however. So even though I did the pre med, I was always attracted to learning about human behavior. It was something that I couldn't shake up. But I also want it to do business. And I was just in between as a college student, I was just wanting to change my major to this and this and that I just wanted to do everything at once. Because for me, I'm, I'm going to change the world. That was the mindset I had. And so just limiting myself to just being a doctor or a lawyer was very high for me, because then it means doing one thing, at least for how I saw it for the rest of my life, which was something I wasn't ready to do.   Michael Hingson ** 07:42 So what did you end up majoring in? I   Mayme Doumbia ** 07:45 majored in business. First, I went for Business and Management for my Bachelor's later on, when I went back to school after I left the military, for my masters I wanted to do, I want it to do psychology, but then I spoke to my academic advisor, and she was like, you know, you can eat there's the opportunity for you to do something, you know, take all these things that you like and enjoy and really put it into one field. And she introduced me to the I O field, and industrial organizational psychology. That's how I discovered that view.   Michael Hingson ** 08:26 Good counselor, huh?   Mayme Doumbia ** 08:29 Actually, it's not. It's not clinical. So it's, um, I   Michael Hingson ** 08:33 mean, the counselor. Good advice. Yes, she   Mayme Doumbia ** 08:36 did. She was really wonderful. And she was also a coach, and definitely coached me through a lot of those nitty gritty challenges I had trying to figure out what to do next.   Michael Hingson ** 08:48 So did you go into the military out of college?   Mayme Doumbia ** 08:52 I did, I started my program. So here's the kick back, I went into my associate degree I did in criminal justice. So I joined the military. I wanted to go that route initially. So then I was open to so many opportunities and so many things that could be done. Because the army a lot of times we think the only thing at least from the people I've encounter that wanted to once they were out, they were like, I'm going to the police force, I'm gonna go into law, I'm gonna go into these different things. Because I left the pre med program. The next thing was all right, might just be the lawyer that you know, my parents wanted me to do. So I went into getting an associate in Criminal Justice at that time, but I went back and got my business degree after that. And that's the trajectory that brought me that far. But yes, I did. Do the program for a little bit left. And then came back to complete arrest.   Michael Hingson ** 10:02 So how long were you in the military?   Mayme Doumbia ** 10:05 I was in my I was there for like four years. Okay.   Michael Hingson ** 10:09 And you did that? Because you just thought that would give you a better inroad to go to where you, you wanted to go in terms of a career once you've graduated, once you left it? Oh,   Mayme Doumbia ** 10:21 no. So I was a big fan of the army when I was a kid. And I know it's contradictory to what my parents wanted me to do, because I always found that they were the ones that protected me when I need it that protection. It was, you know, the army that help evacuate some of the people that were during the war. So I always wanted to give back, I wanted to do something in return. And that was why I joined the military. It didn't have any motivation towards career anything.   Michael Hingson ** 10:56 So what did you do in the military?   Mayme Doumbia ** 10:58 I went into logistics. So I was a logistics specialist. And then I was the armor for a couple of years before I left. But I ended up doing so much that sometimes I always ask myself if it if I may have been like one thing. And I think that's that was one thing that I really enjoyed about it. Because there were so many opportunities to do so many things. I was attached to a engineering unit. So I learned a lot about engineering as well.   Michael Hingson ** 11:29 So did you travel a great deal in the military? Or were you mainly based in the States? Or what?   Mayme Doumbia ** 11:35 I did travel a little bit, but yeah, mainly based in the state. I was stationed in Fort Knox. So I protect a gold. Make sure nobody comes and steal it.   Michael Hingson ** 11:48 While I was still there, anyway. Yeah. But then you left and you went back then I guess, into college? Yes. Left.   Mayme Doumbia ** 11:59 When I left army, I came back into the corporate world, I started back in the logistic field, because that was what was familiar. After four years of doing that, it, it was good to go back into that. But there was always something telling me there's more that I could do, there's something more that I I aim to do. So I went back to school to see how I can develop myself even more as a leader and as a thought leader, actually,   Michael Hingson ** 12:30 pen. So that got you into industrial organization.   Mayme Doumbia ** 12:33 It did.   Michael Hingson ** 12:36 So you eventually went got through school and did all of that. And then what did you do?   Mayme Doumbia ** 12:44 Why was in the program, I want it again, there is a bug in a lot of military folks, they will tell you is to do things to give back. I switch and pivoted into the nonprofit sector while I was in school. And during that I also observe leadership, right? It's always been that thing that I always looked at to see the trajectory. I always told myself, I don't really mind what I do, as long as I have a good leader guiding me. And that was something that I hold held strongly to. So while I was in school, I really looked around, and I thought the nonprofit sector would be that place where I can help and, you know, grow and make a difference in the world. And while I was doing that, again, my counselor also shared with me coaching, I think she I mentioned she coached me, and she was telling me there are opportunities to become a coach and to really help some of these leaders in the spaces that I was in. So that's how I kind of transitioned to that a little bit. Okay,   Michael Hingson ** 14:00 so, you, you started going into coaching fairly early in the world then compared to some   Mayme Doumbia ** 14:08 I would say and, and often actually, now when I sit back and consider my journey in coaching, I realized that it started very, very early and I didn't have a word for it or I didn't have a very short description for it initially, because I always saw it as you know, I'm just helping somebody out. And I didn't see it as something that is valuable in that I'm actually making an impact in someone's life. It was really brought to my attention because I had soldiers and we had coaching and it definitely organizational culture and professional coaching are different. But I did have that experience where I was coaching and mentoring some of my soldiers so coming out and and doing it professionally. I was really excited about that up tunity.   Michael Hingson ** 15:01 So how long ago did you start? professional coaching.   Mayme Doumbia ** 15:06 So I officially got certified through the ICF. So I started at least three years prior, but then I got certified in 2017, with CF. And I started learning their coaching model and approaches to coaching. So tell   Michael Hingson ** 15:23 me, what is a coach? From your perspective? I love to ask that question, because I think there are a lot of different views as to what a coach is, but you have become certified and so on. So what is a coach, I see   Mayme Doumbia ** 15:38 a coach as this ground guide. And I'm not sure if you're familiar with, you know, when you're in the, in the plane, there's this ground guy that is like directing, and showing which way the plane could just pivot or tilt or turn. So I see a coach as that person that is there and carrying that journey with you, and supporting you through that journey, without inserting themselves into it, and not making it about themselves, but making it about you and your growth and your development. Really, it's someone that is really caring about your success without having any stake in it.   Michael Hingson ** 16:27 And so, the idea is you're you're essentially, as you said, a guide. Yeah. Which, which certainly makes some sense. So, among other things, as I mentioned earlier, you are the president of coaches of color, is that an organization that was already in existence? Or did you help form that or what   Mayme Doumbia ** 16:51 actually helped form that it was a space that was created for coaches like myself, who wanted to connect, and who shared similar backgrounds and challenges. We were looking for some group of people that share those same similar experiences, of course, and it started in 2019, when we were just talking amongst ourselves looking for, you know, mentorships, especially in the coaching field, looking for people that are having these challenges, then really talking it through. And it really changed in 2020, because it became something else. We didn't expect it to be what it was, which was a safe space. coaches were supporting clients, especially during the pandemic, and when Georgia was murdered. And there was nowhere for them to really be taken care of, because they were taking care of everybody else. So while it started, just as a place to learn, it became a place for support, and mindfulness. And we share so much so many experiences, and talked about how we feel and how this experience is impacting us to as individuals, over time it grew into something where we can get trainings and we meet, and we still carry out the initial goal, which was to have a space to support each other, and to create together and really embrace the differences that we have in a in a, in a really impactful way.   Michael Hingson ** 18:31 You have a pretty broad experience of everything from being in the military to being a student, a college student and migrant who spent almost 13 years or 13 years in a lot more challenging situations, how is all of that effected your approach to coaching and what you do.   Mayme Doumbia ** 18:54 So it definitely taught me the importance of embracing the unique experiences that we all have. It created this holistic approach that I always see people as by embracing their diversity, and just fostering a place where they can feel included. It created something that I didn't even expect well, because I think the common thing that we see is that some people work in this in one place, and they have this vast of experience. And they come in from the workplace. And that was the culture that we were used to. But my experiences have shaped who I am today and I won't trade it for anything. And I create a philosophy which is holistic growth, right? We can be a part of so many things and be the same at the same time. And I think about how, you know I always describe it as a spirit animal like a panther. It's the only animal that is not at least from one family. It comes from different families. But you can only identify by spots, but it's very unique. So a lot of what I've experienced have shift shift my perspective in the world, it created this person who is open minded, who can really see people different from different angle and still see that uniqueness about them.   Michael Hingson ** 20:35 Is that something that is taught or projected in the whole certification process through the ICF? Do you think that your experiences are a little bit different? or augment that? How do your experiences just gel with the standard certification process and what the Federation expects out of coaches?   Mayme Doumbia ** 21:00 So I think there is a blanket approach to what you know, a coach is, and I probably did not have the description, right. In that regard. I won't know what there is SPECT exactly in terms of my experiences, or if even people share that, because I always see the My experiences are unique to me and everybody else's experiences are unique to them, I'll definitely say that it creates a lens that is different, and it brings about conversations that may not have been discussed, or addressed. Because we always see similar people in the coaching industry or in a coaching bill. But now because we're having these conversations, and really embracing these differences, we're seeing that there are more conversation around the inclusion of everybody, right? It's not just coaching for just one person, or executives, you know, or we're not just coaching for bad behaviors, we're coaching to help people grow and develop. And that in itself is a shift in how people view coaching in general.   Michael Hingson ** 22:23 And that, that really makes sense. Because every one is unique, every one is different. Although we we there are a lot of things that we share, and there are a lot of similarities. But I think it is important. And for what I'm hearing you say that it is important to recognize and understand people where they are, and that you oftentimes have to adjust exactly what you do to address the specific needs or the issues of a particular individual. Absolutely.   Michael Hingson ** 22:57 So you have had a fair amount of coaching experience. Now. I'd love to hear a few stories about coaching and how you've made a difference in people's lives. Because I think that's obviously ultimately why people seek a coach because they want to be guided and maybe do things in a different way or become better than they are they believe they're going to become better than they are. So what kinds of stories can you tell us.   Mayme Doumbia ** 23:30 So I can share maybe two stories about two different leaders that I've coached. One of them was a team leader, and one of them was just organization leader, individual contributor, the individual contributor was someone that was trying to influence and manage up, especially when you don't have direct reports, you are mostly relying on yourself, and be resourceful and having the ability to really move things. And in, especially if you have projects, you have to really work on that. So the individual contributor I helped really see their resources that they had before even get into that position, because I think a lot of leaders found themselves in these places and they feel like they're helpless. They're not able to change minds or really move certain projects the way they should go. So by working and coaching with me, we started identify some of the resources that they already had. And some of the influence that they had that they didn't even realize that it did the connections and networks that they created. So during that was really eye opening for them. They realized that they could actually speak and communicate with different people easier without feeling like they were being Boston or maybe ignored or felt like nothing was moving on the needle. The other one was a team leader who was really working towards creating a space for his team to be a very effective team. Well, while working with them, the team dynamic was really wonky a little bit. There was not much communication, a lot of backstabbing. And we were working around why that was and always try to find a root causes when it comes to coaching leaders, like what's happening. And we realized that it was a lot of lack of clarity, and expectations and goals. So once we start creating things like that, in our coaching, it starts seeing that the team was working together more, they shifted their perspective, because they were trying to work towards something instead of working against each other. And over time, they built like collaboration, it became more productive. And they felt more satisfied, at least from the survey that they shared, there was more transformations happening in that.   Michael Hingson ** 26:08 So how do you judge or determine that you had success in both of those two situations?   Mayme Doumbia ** 26:19 Based on my client perception, because success is based on what they see success as. So I always ask them, and make sure that we have a clear goal. In the beginning, we have clear expectations. And we have a clear understanding of what success looks like, for the sessions and the arrangement. Once we do we already when we work towards it, we start to gauge are we getting closer? Are we getting farther away? Are we working towards anything? So based on those metrics that we established in the beginning of our coaching agreement, we can determine that we've achieved what we came to do.   Michael Hingson ** 27:07 So you, you believe that you've been pretty successful, being able to guide people and help them make a difference? Needless to say?   Mayme Doumbia ** 27:17 Absolutely.   Michael Hingson ** 27:19 So I know from everything that you're describing the you take a pretty holistic approach to coaching in terms of dealing with the individual, their identity, and all of their specific attributes, and so on. So what I'm curious about is, how does this perspective deal with and benefit the leaders in the people that you do, coach? And how do you actually create a nurturing environment to make the successes happen that you do.   Mayme Doumbia ** 27:56 So I see a holistic, my holistic approach is just really seeing the person in every aspect of who they are, right. So a lot of people often separate themselves from the personal and the professional, because they have this, I guess, concept of dual personality where somebody else that work and I'm somebody else at home, which is true to some degree. But in a lot of ways you are the same person going into those spaces. And when you're addressing someone in those spaces is understanding that you can wear different hats, but you cannot be different people. And when you understand so for example, if someone is tired at work, or really short with others, because they're tired from home, they're trickling down into each other. When you in a remote work, you're working from home now. So there's like lack of separations to even talk about now, when you're seeing working from home and working maybe six to 12 hours a day, depending on the organization. There's the barrier has his lesson, there's less and less barrier between who you are at work and who you are at home. And we try to really implement how to work around that how to really find your identity, your values, the influences and life experiences in that and really shaped the person you want to be. So you're consistently consistent across the board and it brings us to the authentic You're right. You can be authentic at work and authentic at home. But if you're not really able to show up in those two spaces, you're always going to be switching which can be very exhausting, at least for a lot of leaders. And how we help you is really to understand and you have the ability to be authentically you. Of course at work, it will be a professional you, that's your professional hat. And at home is the personal you, and that's your personal hat. But you are the same person that is showing up in those spaces. How   Michael Hingson ** 30:18 do you? Well, let me do it this way? Have you ever had any situations where as you're trying to establish a relationship and work with someone, and doing the things that you do that it hasn't worked out that somebody just couldn't relate to the coaching techniques and so on that you're using?   Mayme Doumbia ** 30:38 Yes, it's rare, because I always look at the person from what their values are, and not really impose on things. But I had a few members and who did not identify with it, I also find that there are people that are not ready to really tap into some of the experiences or goals that they have in that way. And that could be that maybe they're just not willing to, or maybe I'm just not the right coach for them. And I can totally accept that. I do not have the answer for it at all. In fact, I'm not the answer for it all. I am just there as a guide and supporting the growth and not trying to tell people what to do or how to do it. So I do agree that I would not be for everybody. What   Michael Hingson ** 31:37 do you do when you discover that you're just not right for some person?   Mayme Doumbia ** 31:41 We have a conversation around that. We have a conversation around what they really want? And how do they want to see success right, in back to establishing what success look like? So is it something that we're doing differently? That does not resonate? Or is it that we're not getting to the success that you're wanting? So clarity definitely is important. In this case, if the client is that clear, sometimes it's kind of hard to guide them for anything. And overtime, sometimes we discover that clarity that they're looking for through coaching. But sometimes everyone is not patient enough to get to that point. So when your spec result before putting the work in sometimes it's very difficult to help   Michael Hingson ** 32:33 people, it seems to me oftentimes have a lot of difficulty in doing introspection and really looking at themselves. And they don't want to take the time to do that. And it's difficult sometimes I would think to get people to really look at themselves in a in a friendly way, because you obviously aren't trying to threaten people. And people shouldn't take self analysis as as a threat but but a thing that is valuable and very helpful to do. When you find people who are resistive to doing that, how do you get them to think about? Well, I really should maybe look at what I do, maybe there are things I can learn from what I've done in the past and improve it.   Mayme Doumbia ** 33:27 I always talk I actually really enjoy taking the positive intelligence assessment, right. And it's called the nine ways we sabotage ourselves. And it's a very fascinating awareness type of assessment. I encourage most of my clients to take it before we have a conversation and we talk about their view of strengths. A lot of times, starting a conversation that way always bring us to heart this is surprising, or this is not true, or this is really accurate. But it's helpful to see it. We can have a conversations around those things. And there's I think, in terms of self awareness is really important to also know when to really have those conversations. Not everyone is open to having a conversation around that, especially if they don't feel like it's relevant to them. So I usually I have a group of coaches on again, coaches of color and culture is a is a group of amazing coaches that I can refer to and always go back to and if the client feel comfortable to work with another coach, definitely refer them to that coach and be open to have that conversation. Because again, it's not about me, it's about their growth and their development and whatever that's gonna help them definitely be open to like hearing what they think and how they feel. And like pushing them or directing them to the right sources.   Michael Hingson ** 35:14 Have you had some people in your life that you regard as really great mentors who help you shape what you do and why you do it the way you do?   Mayme Doumbia ** 35:27 Yes, so my first mentor was my father. He just sitting down and listening, my dad was one of those people that will be less to talk because he listens to every, like, side of the story to really understand what he's going to say. And sometimes it's just him listening, that was really helpful. The second mentor that I discovered was Myles Munroe. And he's been a very instrumental person in my life, he's of late, but I absolutely learned so many things from him in terms of just leadership, being a change agent, and just being a person in the world, really, his approach to leadership was very insightful, because he sees that we, at least from his doctrine was like a lot of, we can all be leaders in the places that we are in, it's just a matter of our mindset around it. And in recent years, since I moved to Texas, here, I've had some really amazing people that have been, you know, guiding me, someone like Lisa Aang, she's a diversity coach. And she's been a really, really instrumental person to my move here and helping me navigate the land of Texas, moving from Portland, and Dylan, as a whole has also been very, very instrumental in my growth as a coach. So those are the people that I really admire, I see the work and the fruits of the hard work that they put into this industry and how they are shaping it in their own way.   Michael Hingson ** 37:15 So you've I think, like most of us, definitely had a lot of what you do shave by other people. And that's, that's good. We, we should be open to that. When you're coaching people, you talk a lot about psychological safety and creating a safe environment. How do you do that? And how do you know that you're having some success at making that happen in any given case,   Mayme Doumbia ** 37:43 I always tend to be more of a listener than the speaker, even if I don't speak a lot. And I think a lot of times, it's viewed as you have no opinion. But most people are not wanting you to have a solution at all times, they just want you to have an empathetic year, and to just listen. So in my coaching, always, always take time to really create that space. By listening by offering my you know, my space as like, this is your space, right? This is where you you, I want you to feel safe. So whatever you choose to share and discuss here will be here and is not going to go anywhere. And I want you to know that I'm listening and that I will be empathetic. But I'll also be direct with you if you want that directness. So it's an ongoing process, because it's never perfect yet, right? It's something that I just got to keep working on, and hope that the people that come into that space feel that way. Because that's the environment that I am trying to create is to really make them know that this is where they are. And   Michael Hingson ** 39:01 so what happens in Xcelsior coaching stays, and Xcelsior coaching, yes. To say the least. Typically, how long do you coach someone for? Do you have people you've been coaching for years that they just continue to want to come in and have that interaction with you and that they value it? Or does it usually end up being only for a few weeks or a few months or what?   Mayme Doumbia ** 39:30 So I've had coaching clients that I've worked with for six to month to a year. And I have members that will always come back I actually have another member that I'm about to work with again who I've coached a few years back and you're like, Hey, I'm in another position. We work towards that one before and now I'm trying to go to the next one and I need your support on this. So I will Want us to start our payment again. So it varies, it's not always a straight path. Because most of the people I work with are always in contact with me always send me messages about some of the changes that they are going through and how they want to work with me again, in how to really create a clear path forward. And I have people that just stay in touch with me and became my referral. And they would tell me, like, Hey, I know someone who would really benefit from your coaching, I think that it was so impactful, it changed my life. And I really believe that this is useful for them as well. So it varies a lot in depending on the individual and their space in life and what they see as beneficial.   Michael Hingson ** 40:50 Do you typically do coaching in person? Or do you do a lot of it virtually?   Mayme Doumbia ** 40:56 A lot of my coaching has been virtual. Yes. So before the pandemic, it was in person, I did a lot of facilitation around mindfulness. And then the pandemic started. And everything, it felt like a pause for at least a year there because a lot of in person was not happening. So we all had to like adjust to the virtual world and talk to people in different spaces, like go Google needs and teams and zoom, like you're not talking right now.   Michael Hingson ** 41:34 Do you find that it's worked out pretty well to do virtual stuff? I mean, you're right, the pandemic made a big difference in a lot of the ways we do stuff. And so do you find that doing a lot of coaching virtually, still continues? And the people accept that? Do they want to get back to the way it was before? Is hybrid really working?   Mayme Doumbia ** 42:02 I definitely believe that depends on who you ask, right? There is still that space of we're all figuring it out. We're all trying to see what works better, was more effective and more efficient. I have a lot more clients virtual than I have in person, because most of my clients at least, about 80% are overseas or in Europe or something. Well, yeah. So there's not, there's no opportunity to really meet them in person unless I traveled to them or they traveled to me, the clients that are here will prefer maybe once or twice in person meetup. But again, Texas is such a big space that when you talk about commute time, and you consider all that driving to just meet for an hour is very valuable to some members. But others are like, I think I just saved that commute time. So I can prepare for my next meeting, since we're still figuring out what that hybrid work place look like for them. So it varies and depends on the client, I always try to accommodate especially if my clients want to meet in person because I also know the importance of in person contact and really having someone right there in front of you to talk to   Michael Hingson ** 43:31 how did you get so many clients overseas? That's intriguing. Um,   Mayme Doumbia ** 43:37 so social media. And also working. So I started working for different platforms like you know, better up at first, and started saying that a lot of the clients were really just phenomenal people that were for various companies that are not located in state. And I also started getting in touch with people that knew people that were not here. And when you have a network, especially places like LinkedIn, that connects everyone from around the world, it becomes a norm to really have someone that maybe worked here for like two years and then got transferred overseas, and now they have a team that they're mentoring and they're bringing you along to help their team. So it is such a global world that we live in that is becoming a norm for coaching at least to have clients all over the place.   Michael Hingson ** 44:42 Yeah, the world is definitely becoming smaller and everyone is closer together in a lot of ways in the whole electronic media process, the internet and so on has made it a lot easier to be more deeply involved with people in other countries or parts of the World hesitant.   Mayme Doumbia ** 45:01 Absolutely, and definitely became smaller in that regard.   Michael Hingson ** 45:07 Well, so, you've been doing Xcelsior coaching for a while. What other kinds of activities are you involved in? In addition to coaching?   Mayme Doumbia ** 45:20 I am a big learner. So I'm studying, I went back again to school I have been asked by my family is this the last time? I think this be the last time. But I'm going back, I went back for my doctor in industrial organizational psychology. And I also been serving on community boards supporting, you know, again, coaching in the ICF. I'm on the committee for DNI. I am on a community board for African supporting Africans. I'm on a lot of boards, just trying to give back. I think, going back to what I said earlier about veterans and military folks, always wanting to give back always in the heart of service and wanting to support and help as much as we can. So that's always been my passion and just changing the world that way. That's, that's what I hope to do.   Michael Hingson ** 46:22 Is the board word take a lot of time.   Mayme Doumbia ** 46:26 It does. It does. But I think it's time worth it. At least for me, it brings me joy. I think one of the things that I always look for to do is some I look for things that brings me energy, and service definitely brings me energy, it gives me joy to see that I've impacted in some way.   Michael Hingson ** 46:53 Well, you can't really kind of argue with that. So how do which is fair, so you're serving on a lot of boards and doing the things you do? How does that affect or shape your coaching practice?   Mayme Doumbia ** 47:08 I think in in Back to the holistic aspect, I am that same person, right? I am that person I love to give. So in my coaching, I am creating that space for people to really grow. But I'm also surveying and leading the way I expect the leaders to do. So in my projects, how I view leadership is someone that is leading by example. And not expecting people to do something like do as a say, and not as I do type of leadership. So I often take that space and that step to go out of my way, sometimes now always. Because I think there needs to be a healthy boundary in how you're serving, and how much you're giving. So you're not draining yourself. But I always see my approach to leading as doing the work and being in front of it, and showing that it can be done, and not just expecting others to do it. So in how it impact that I think it just bring it full circle as who I am as a person as an individual. And what I love to do.   Michael Hingson ** 48:25 Well, you said that you like to be a learner, and you are always valuing learning. So being on a lot of boards and associating with people in a lot of different environments, and also through your own coaching experiences. Do you? Do you find you learn a lot? Do you learn a lot from your clients? Do you learn a lot from the different kinds of board things that positions that you hold that, that down the line to help to shape what you do in terms of coaching and how you deal with people?   Mayme Doumbia ** 48:57 Absolutely, I'm always learning from everyone around me, I'm learning from, you know, from these experiences, because I can see, I take the knowledge that I've learned previously to bring to these spaces and then learn from it, to take the other spaces that would need that learning opportunity. So for like the board, for example. And being in those spaces, I try to keep an open mind because that's the only way you can learn. And in coaching, I have to you know, keep an open mind because that's the only way I can learn from my clients. The only way you just have to come up with a curious with curiosity. And I'm always curious, which is why I found that, you know, coaching has been such a good calling for me, because I'm always curious and clarify the values and the goals. And when those things align. I definitely think that there is so much opposite can add for everyone, not just me to grow and learn. Because the end goal for me is that we come out of there knowing something about each other, knowing something about the purpose that we brought there, and knowing something about the people we serve.   Michael Hingson ** 50:17 And are you with that? So tell me a little bit more about coaches of color. As an organization, what, what kinds of things do you think that it is affecting, and just just tell us more about that? It's a fascinating, I've never heard of it, I would love to learn more.   Mayme Doumbia ** 50:37 Okay, so coaches of color has, you know, again, I said that we working towards connecting, we want people to come in, you know, coaches and organizations to come in connecting and learning, again, back to the learning aspect, because the coaching field has been hasn't been dominated with a lot of people of color. And now you're seeing this more and more, but we want the workplace to reflect some of the people that you know, we have, so if your workplace is reflecting diverse and inclusive group, you want coaches that reflect that you want people that have those backgrounds and experiences to really help your employees, you want them to be there to really give you that perspective that maybe you may not have or did not understand. So it's creating that, like closing that gap, I would say, where, you know, culture and and I guess, inclusion just meet in a way, because we have organization culture, and you have, you know, the coaching culture. But what if you could merge those two to create a more impactful organization and a more impactful coaching or landscape. So that's what we're hoping to do. We offer trainings, quarterly for our coaches. And we also part try to partner with organizations that are looking for opportunities to connect with coaches of color and culture to support their employees. So it's twofold. And actually October 20, we have our first virtual conference. And we're going to talk about the integration of diversity in coaching to really create more awareness around just bringing those two things together and really shaping the world that we're trying to create together. So   Michael Hingson ** 52:43 so how large Do you think that conference will be? I'm sorry, how large Do you think that conference will be? How many people will be coming to that?   Mayme Doumbia ** 52:52 I am not sure. So I try not to look at the numbers. And we're looking for, like quality over quantity. To be honest, we don't want people showing up just because it feels like this would be great for whatever reason, we want you to show up because you're open to learn, you're open to contribute, and you're open to really becoming a change agent. So I've actually not looked at the numbers, what we project is to have at least, you know, 100 people there. It's our first conference, and we really hope to see more people show up. But people that are really interested in seeing the landscape change, and those that are change agents, and coaches of color and culture is not an exclusive group. We welcome everyone and allies. But we want to make sure that people know that we want to support the underrepresented groups, the underdogs in the field, if you will.   Michael Hingson ** 53:54 You think that that will involve not only people of color and coaches of color and culture, but do you anticipate trying to involve other groups like persons with disabilities and those sorts of things?   Mayme Doumbia ** 54:09 Absolutely. So the reason we call it coaches of color and culture is the culture poor aspect of it brings everyone right it's it's creating what what is it your culture because I have a disability is one that is invisible. But I consider that even though I'm a person of color, I am also a person of culture, not just because I am not, you know, I have a different background, but because I have different experiences that I bring to the table so it is inclusive to everybody in that culture aspect.   Michael Hingson ** 54:46 What kind of advice would you give to someone who is interested in coaching and wants to learn more about it and and become successful? What would you advise them?   Mayme Doumbia ** 54:58 I'll say In order to do that, you want to start by clarifying your values and your goals. A lot of times, we don't take the time to really see what our real values are, and what are we trying to accomplish. And I think when you can create that you can create a plan that aligns with your action that can connect that action to your vision. And lastly, like, just really find a support group, find a network, be persistent, find mentors, and find I call them Destiny activators, right. Those are people that are just there to support your dream, and that are there to really increase, you know, whatever you're lacking in terms of capacity. So they're there to support you. So be persistent in pursuing your aspiration. There's no one size fits all, I think, in terms of just the world we're living in, is so diverse and always shifting that there is nothing that I will do that maybe easily replicate it, or someone else would do it that you can just replicate, it is good to learn from others. But it's also important to really find what makes you unique, and really push for it and make a difference, the way you can often fit authentically, if you're looking me quickly, without really trying to be somebody else.   Michael Hingson ** 56:26 Somebody wants to become a certified coach, how do they do that? At   Mayme Doumbia ** 56:29 the pens, I seen coaches that are not certified in the ICF, but have other certifications. So I have two certifications. I have the certification with ICF. And I also have a certification with the emcc global, which is the European supervision mentorship program, and I am a team coach. I'm a certified team coach through the emcc global, but I have my professional certificate certified coach certificate from the ICF. So I will say talk to other coaches first, talk to people that already have the certification you're interested in, ask them about the passive take in there's so many different coaching schools and see if this is something you really want to do, or is it something that you feel called to do? And like ask them for their advice or mentorship? A lot of times I think, we get information or we just run with it. Sometimes it's good to ask for guidance. And if you can get that you might have a better idea and be more prepared going into the coaching industry. Because unfortunately, one thing you don't learn in those spaces it how is how to run a business. So unless you're trying to be an internal coach, you might want to start asking more questions around how people start it as a business and see if this is something you want to do before jumping into it. And I'll say started looking into the ICF the MCC global and talking to people that are already in the field. And ICF stands for the International coaching Federation. Okay.   Michael Hingson ** 58:12 If people want to reach out to you and learn more about what you do, and maybe explore working with you as their coach, how do they do that?   Mayme Doumbia ** 58:22 You can definitely find me on LinkedIn, Mayme Doumbia.com on LinkedIn and I have my website Xcelsior coaching.com. Could you spell that please? Xcelsior. So, play on word there. I took out the e so is X C E L S I O R, so Excelsior without the E.   Michael Hingson ** 58:51 So and then Xcelsior coaching.   Mayme Doumbia ** 58:55 And the best way, the fastest way at least is to email me at teams at Xcelsior X C E L S I O R coaching.com   Michael Hingson ** 59:10 team at Xcelsior coaching.com. Well, great, well, I hope people will reach out you clearly have been very successful, you are doing good work. And I think that it's important that that be recognized. And I hope that that people will find ways to to explore working with you if they need to coach. So you all know how to do that now and I hope that you will I want to thank you for being here with us, me me and I also want to thank you for listening out there. Wherever you are. I'd love to hear from you love your thoughts about today's podcast. Of course, as I asked people regularly and will continue to do so please give us a five star rating wherever you are listening to unstoppable mindset. We appreciate it. If you'd like to reach out to me I'd love to hear your thoughts about Today and just in general about our podcasts, please feel free to email me at Michaelhi m i c h a e l h i had accessiBe A c c e s s i b e.com Or go to our website www dot Michael hingson.com/podcast. Michael Hingson is m i c h a e l h i n g s o n. So www dot Michael hingson.com/podcast. But again, please give us a five star rating. We appreciate it. And one last time, Mayme, I want to really thank you for being here. This has been most informative, and I think very instructive all the way around. I hope that that people learned a lot from what we discussed today and that it will be good for them going forward. So   Mayme Doumbia ** 1:00:46 much for having me. I really appreciate it and I enjoyed our conversation as well.   **Michael Hingson ** 1:00:57 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

In this episode, we explore together with our guest Juan D. Carrillo the confluence of economics and neuroscience in understanding human decision-making processes. We delve into how the combination of these two disciplines can illuminate the biological basis of decision making, with a particular focus on complex scenarios like multi-task decision making, self-control, and impulsivity. Juan shares insights from his papers, discussing the innovative approach of neuroeconomic theory and its real-world applications.   Juan D. Carrillo is a Professor of Economics at the University of Southern California and a Research Fellow in the Industrial Organization and Public Policy programs at the Center for Economic Policy Research (CEPR). His research spans Neuroeconomic Theory and Experimental Economics, blending insights from neuroscience and economics to understand decision-making processes. Additionally, Juan co-directs the Los Angeles Behavioral Economics Laboratory (LABEL), focusing on experimental research in economic decision-making and strategic interactions. You can find out more about his research on his homepage and read the papers that are discussed in this episode here and here.

Starting this 2024, we will continue with new perspectives and establish an excellent mindset for this year. This time we have Ellie Hoekman, from Rock and Secure. Through her valuable experience and perseverance, she shows us the importance of being very consistent in each process of our search. Pertinent questions that we should ask in our interview should be genuine since that will give us peace of mind in the long run and teach us that we cannot rely on a single element, such as the Resume, among other points. FIND ELLIE HERE: Linkedin

*SPECIAL EPISODE*On this special Feudal Future episode, join Joel Kotkin as he sits down with Marshall Toplansky & Sougata Poddar as they discuss Chapman University's brand new report on nurturing California industries.DOWNLOAD THE REPORT HERE:https://www.chapman.edu/communication/demographics-policy/ca-industries-2023.pdfCalifornia Has the Opportunity to Maintain and Grow Industries That Can Provide Future Jobs to Middle Class Citizens and Make the State More Competitive.ABOUT THE AUTHORS:Marshall Toplansky is an award-winning Innovation Professor of Management Science at the Argyros School of Business and Economics at Chapman University. He is a research fellow at the Center for Demographics and Policy and is director of the school's Analytics Accelerator program. He and co-author Joel Kotkin recently published an economic and social policy brief entitled, “Restoring the California Dream”, which discusses the issues the state faces in maintaining home ownership for the middle class and rebuilding a positive business climate. Marshall is also co-host of “The Feudal Future Podcast”, which is seen twice monthly by viewers around the world.Sougata Poddar has taught Economics, Statistics and Business in various leading universities worldwide for several years. His areas of research interest are Applied Economic Theory, Industrial Organization and Competition Policy. He has published widely in the field of Technology Transfer and Licensing, Economics of Digital Piracy and Copyright Issues. His publications appeared in Economic Theory, Economics Letters, International Journal of Industrial Organization, Oxford Economic Papers, Review of Industrial Organization among other leading journals of economics and generated significant research impact and citations. His main research focus is to understand and analyze the impact of consumer behavior, firm strategies, emerging technologies and technology trends in the decision-making process of firms and competition policies from government agencies. Sougata is an economics faculty at the Argyros School of Business and Economics in Chapman University. He lives in Irvine, California.Heather Gonzalez is an independent policy analyst with over two decades of experience in federal and state government. She served as a specialist with the non-partisan Congressional Research Service (CRS), where she advised Members of Congress and their staff on the America COMPETES Act(s) and U.S. competitiveness and innovation-related programs, funding, and policies. At the state level, she worked on issues related to technology and education as senior staff to two Silicon Valley state senators (Vasconcellos and Simitian). Gonzalez graduated Phi Beta Kappa with a B.A. in Anthropology from the University of California, Santa Cruz and has a master's in public policy from Pepperdine. She lives in San Francisco.Visit Our Pagewww.TheFeudalFuturePodcast.comFor additional information, please contact Mahnaz Asghari, sponsored project analyst for the Office of Research, at (714) 744-7635 or asghari@chapman.edu.Follow us on LinkedIn:https://www.linkedin.com/company/the-...Tweet thoughts: @joelkotkin, @mtoplansky, #FeudalFuture #BeyondFeudalismLearn more about Joel's book 'The Coming of Neo-Feudalism': https://amzn.to/3a1VV87Sign Up For News & Alerts: http://joelkotkin.com/#subscribeThis show is presented by the Chapman Center for Demographics and Policy, which focuses on research and analysis of global, national and regional demographic trends and explores policies that might produce favorable demographic results over time.

Chris Conlon is an associate professor of economics at the NYU Stern School of Business where he focuses on industrial organization economics and econometrics. Chris joins David on Macro Musings to help shed light on the 2021-2023 inflation surge from the perspective of an IO economist. Specifically, David and Chris discuss the great markup debate within IO economics, the shaky foundation of greedflation, the cost anticipation story of higher prices, and more.   Transcript for this week's episode.   Chris's Twitter: @conlon_chris Chris's website Chris's NYU profile   David Beckworth's Twitter: @DavidBeckworth Follow us on Twitter: @Macro_Musings   Join the Macro Musings mailing list! Check out our new Macro Musings merch!   Related Links:   *Rising Markups, Rising Prices?* by Chris Conlon, Nathan Miller, Tsolmon Otgon, and Yi Yao   Chris's Twitter thread on the recent inflationary episode   *The Rise of Market Power and the Macroeconomics Implications* by Jan De Loecker, Jan Eeckhout, and Gabriel Unger   *How Much Have Record Corporate Profits Contributed to Recent Inflation?* by Andrew Glover, Jose Mustre-del-Rio, Alice von Ende-Becker

Dr. Charles Clark earned his bachelor's degree from Fordham University in economics, and his master's and Ph.D. from the New School in the History of Economic Thought and Industrial Organization. He is currently a Senior Fellow at the Vincentian Center and previously served as President of the Association for Evolutionary Economics and the Association for Institutionalist Thought. Dr. Clark has authored over 150 different journal publications and two books: "Rich and Poor" and "Rediscovering Abundance"; both examine the role of inequality and how it impacts policy. Dr. Clark is currently a professor at St. John's University, the University College of Cork, and the Pontifical University of St. Thomas Aquinas in Rome. When he is not teaching, Dr. Clark works on fiscal policy consulting, tax, and welfare reform, and serves as Advisor to the Holy See Permanent Mission to the United Nations. Together we discussed Universal Basic Income (UBI). Most conversations around UBI focus on costs or how they will impact individuals' incentives. However, our talk was a little different. We instead chose to talk about UBI through an ethics and human-flourishing lens. When listening to this talk, I encourage you to think of quality of life, and how UBI would impact standards of living.  To check out more of our content, including our research and policy tools, visit our website: https://www.hgsss.org/

Rory Cellan-Jones and leading experts Gordon Harold, Laura Nurski and Zoe Purcell discuss why mental wellbeing in the workplace is essential, and what policymakers can do to promote a healthy workforce. This episode unpacks the impact of the future of work on mental wellbeing, and its implications for policy. Leading experts discuss the major trends shaping the future of work, how job quality and AI (artificial intelligence) impact wellbeing, and whether it is the job of businesses or governments to promote positive mental health in the workplace. This episode is hosted by Rory Cellan-Jones (former technology correspondent for the BBC), and features guest experts Professor Gordon Harold (University of Cambridge), Dr Laura Nurski (Bruegel) and Dr Zoe Purcell (Institute For Advanced Study in Toulouse). Season 2, Episode 2 transcriptFor more information about the podcast and the work of the institutes, visit our websites at https://www.bennettinstitute.cam.ac.uk/ and https://www.iast.fr/Tweet us with your thoughts at @BennettInst and @IASToulouseAudio production by Steve Hankey.Podcast production by Stella Erker. More information about our guests:Professor Gordon Harold is the inaugural Professor of the Psychology of Education and Mental Health at the University of Cambridge. His primary research interests focus on (1) examining the role of family relationship dynamics as a factor underlying differences in child and adolescent mental health outcomes and future life chances, (2) understanding the interplay between genetic factors and family relationship factors and young people's mental health and development, and (3) promoting the implementation and evaluation of evidence-based practice and policy guidelines aimed at enhancing mental health outcomes for young people. Dr Zoe Purcell is a cognitive psychologist interested in reasoning and decision-making. Her research focuses on the factors — in particular, expertise, confidence, and uncertainty — involved in the transition between intuitive and effortful thinking. Alongside this theoretical work, she investigates applied and contemporary questions such as: “How do we reason with and about AI?” and “What are the psychological drivers of innovation?”. Currently, Zoe is working as a post-doc at the University of Toulouse with the Artificial and Natural Intelligence Institute of Toulouse (ANITI) and the Institute of Advanced Studies Toulouse (IAST).Dr Laura Nurski holds a PhD in Industrial Organization, an M.Sc. in Economics and an M.A. in Business Engineering from KU Leuven. Currently, she leads the Future of Work and Inclusive Growth project at the European think tank Bruegel. The project analyses the impact of technology on the nature, quantity and quality of work, welfare systems and inclusive growth. Laura is passionate about data and technology. As a former data scientist in the financial and retail sector, she developed machine learning models and big data analytics.Rory Cellan-Jones is a former technology correspondent for the BBC. His 40 years in journalism saw him take a particular interest in the impact of the internet and digital technology on society and business. He has written multiple books, including his latest “Always On” which was published in 2021.

Episode 106:This week we're continuing Russia in Revolution An Empire in Crisis 1890 - 1928 by S. A. Smith[Part 1]Introduction[Part 2-5]1. Roots of Revolution, 1880s–1905[Part 6-8]2. From Reform to War, 1906-1917[Part 9-12]3. From February to October 1917[Part 13 - 17]4. Civil War and Bolshevik Power[Part 18 - This Week]5. War Communism - 0:21Mobilising Industry - 6:39[Part 19 - 21?]5. War Communism[Part 22 - 24?]6. The New Economic Policy: Politics and the Economy[Part 25 - 28?]7. The New Economic Policy: Society and Culture[Part 29?]ConclusionFootnotes:1) 0:31Diane Koenker, William Rosenberg, and Ronald Suny (eds), Party, State and Society in the Russian Civil War (Bloomington: Indiana University Press, 1989).2) 1:39.3) 3:01Mauricio Borrero, Hungry Moscow: Scarcity and Urban Society in the Russian Civil War, 1917–1920 (New York: Peter Lang, 2003).4) 3:39A. A. Il'iukhov, Zhizn' v epokhu peremen: material'noe polozhenie gorodskikh zhitelei v gody revoliutsii i grazhdanskoi voiny (Moscow: ROSSPEN, 2007), 36.5) 4:24Viktor Shklovskii, A Sentimental Journey (Ithaca, NY: Cornell University Press, 1984), 175.6) 5:16Il'iukhov, Zhizn', 169–70.7) 5:26Il'iukhov, Zhizn', 83.8) 6:05Il'iukhov, Zhizn', 178–9.9) 6:38Cited in Il'iukhov, Zhizn', 168.10) 7:01Silvana Malle, The Economic Organization of War Communism 1918–1921 (Cambridge: Cambridge University Press, 1985).11) 9:17V. I. Lenin, The Impending Catastrophe and How to Combat It, .12) 10:56Smith, Red Petrograd, 224.13) 14:27Ronald Kowalski, The Bolshevik Party in Conflict: The Left Communist Opposition of 1918 (Basingstoke: Macmillan, 1991).14) 17:04.15) 18:52Thomas F. Remington, Building Socialism in Bolshevik Russia: Ideology and Industrial Organization, 1917–1921 (Pittsburgh: University of Pittsburgh Press, 1984).

René Belderbos is full professor of Strategy at KU Leuven (Belgium) and part-time professor of International Corporate Strategy at Maastricht University and UNU-MERIT (The Netherlands). He received a doctoral degree in economics from Erasmus University Rotterdam. His research focuses on innovation strategies and international business strategies of multinational firms, including real option theory in international business, location strategies, global knowledge sourcing, top management teams and internationalization, international R&D collaboration, intellectual property rights and innovation, and knowledge spillovers. He has published widely in economics and management journals such as the European Economic Review, Review of Economics and Statistics, International Journal of Industrial Organization, Strategic Management Journal, Journal of Management, Journal of Management Studies, Journal of Product Innovation Management, Research Policy, World Development, the Journal of International Business Studies, Global Strategy Journal, Journal of Business Venturing, Regional Studies, and Environment and Planning, among others. His work has received more than 10000 citations and he is on the Stanford University list of most cited scholars in the business and economics domain. He is an associate editor of the Global Strategy Journal, an editorial board member of the Strategic Management Journal and the Journal of International Business Studies (JIBS,) and serves as consulting editor to JIBS. He has been consultant to the European Commission, the OECD, the Flemish, Belgian and Dutch governments, and the National Institute of Science and Technology Policy (NISTEP, Japan). Visit https://www.aib.world/frontline-ib/rene-belderbos/ for the original video interview.

Daniel M. Shapiro (PhD, Cornell) is Professor of Global Business Strategy at the Beedie School of Business, Simon Fraser University; co-editor, Multinational Business Review; and co-director Jack Austin Centre for Asia Pacific Business Studies. He has worked for forty years as an educator, researcher, and academic administrator, most recently he was Dean of the Beedie School of Business. As an academic, he has published five books and monographs and some 100 scholarly articles on international business and strategy, corporate ownership and governance, foreign investment and MNEs, industrial structure, and various aspects of public policy. His research has been published in Strategic Management Journal, Academy of Management Journal, Journal of International Business Studies, Journal of Management Studies, Journal of World Business and International Journal of Industrial Organization, among others. His articles have been cited over 11,000 times and have won several awards, including the Barclays Global Investors Canada Ltd. Research Award and the Mike Peng best paper award in Asia Pacific Journal of Management. In 1995 and again in 2002 he was awarded the TD Canada Trust Teaching Award, and in 2014 was named the Academy of International Business (AIB) Educator of the Year. He has been visiting professor at McGill University, Hong Kong Baptist University, Rotterdam School of Management, Monash University, and CEIBS. As an administrator, he was Dean of the Beedie School of Business where he successfully developed a strategic position for the school, raised the money to name it, and led it through successful accreditation rounds with AACSB and EQUIS. Visit https://www.aib.world/frontline-ib/daniel-shapiro/ for the original video interview.  

Abstract from the paper we discuss with the author during the episode: Online platforms are pervasive and powerful in today's economy. We explore the increased centrality of platforms in two ways. First, we measure the extent to which platforms are insinuating themselves into the economy. We accomplish this by analyzing the presence of platforms as intermediating organizations across all US service industries at the six-digit North American Industry Classification System (NAICS) code level. Our results show that 70% of service industries, representing over 5.2 million establishments, are potentially affected by one or more platforms. Second, we undertake a detailed firm-level case study of the mega-platform, Amazon, that demonstrates the ways that the aforementioned macro-level data is expressed by a single platform firm. This case study shows that Amazon's growth trajectory has resulted in it entering and transforming existing industries and sectors. We conclude by reflecting upon the limitations and implications for future research.

Neste episódio do Podcast CRUZAMENTO, André Correia e Daniel Guedelha conversam com Luís Cabral sobre economia e wellbeing e da sua importância para a atração de talento em Portugal, sobretudo nas áreas da ciência e da tecnologia. Depois de terminar o seu doutoramento na Universidade de Stanford (1989), Luís Cabral foi professor nas universidades Nova de Lisboa, London Business School, London School of Economics, Berkeley, Yale, e IESE. Actualmente, ocupa a cátedra Paganelli-Bull de Economia na New York University, sendo também director do departamento de economia da NYU Stern desde 2015. Em Portugal, colabora com a AESE e outras instituições. A investigação de Cabral centra-se no estudo da concorrência entre empresas, com ênfase nos sectores dos media e entretenimento. É autor do livro 'Introduction to Industrial Organization', publicado pela MIT Press, traduzido em 7 línguas e adoptado por universidades em dezenas de países. Em Setembro de 2020 Luís Cabral publicou a versão preliminar de 'Introduction to Microeconomics', uma tentativa ambiciosa de 'revolucionar' o ensino da economia. Outras referências feitas no episódio: Luis Cabral (website)Introduction to Industrial Organization (livro)Introduction to Microeconomic (livro) Contactos: CruzamentoPodcast.comcruzamentopodcast@gmail.comLinkedIN: CruzamentoTwitter: @cruzamentofmFacebook: @podcastcruzamentoYouTube: Podcast Cruzamento Episódio com apoio da Aliados Consulting

Andrés Weintraub holds a degree in Electrical Engineering from the University of Chile a Masters in Statistics and a Ph.D. in Industrial Engineering and Operations Research from the University of California, Berkeley. He is a Professor at the Department of Industrial Engineering, University of Chile. His main research areas are Operations Research, Operations Management in forestry and mining, logistics and transportation. His latest research has been in decision making related to fuel management and forest fires. He has published over 90 papers in recognized journals, including Operations Research, Management Science, Forest Science, the European Journal of Operations Research. His Scopus H is 44. He has also edited several books and journal issues on topics related to Operations Research in forestry and mining. He has carried out multiple projects with industry and governmental organizations, including the US Forest Service and forest firms in Chile in models related to long range planning, short term harvesting and transportation, CODELCO, one of the largest copper firms in the world in models related to long range copper extraction, CSAV, a top 10 worldwide shipping company, housed in Chile, to improve the management of their 500.000 container business, the Chilean Ministry of Education, on determining best locations of rural schools, the Chilean Salmon industry in developing models to plan the salmon production chain and short term transportation, and the Chilean Football Association in scheduling the football season since 2005. The work with Chilean forest firms won the Edelman Prize, the most prestigious award for applied Operations Research, awarded by INFORMS, the US Society for Operations Research and Management Sciences. The work with CSAV was an Edelman finalist in 2011 and the football scheduling was a finalist in 2016. He has grants as principal investigator by Fondecyt, (the individual Research Program from the Chilean National Research Agency) since 1982 when the program was started, except for one year. Papers he has co-authored have been chosen as best of the years 2013, 2014, 2015 by the Energy and Natural Resources Group of INFORMS. He has received many recognitions which include: The Chilean National Prize for Applied Science in 2000, the Harold Larnder Prize given by the Canadian OR Society, the INFORMS Presidential Prize, the Gold Medal from the Chilean Institute of Engineering, its highest recognition. He was awarded a Doctor Honoris Causa from the University of Agricultural Sciences of Sweden, and the University of Laval, Canada. He is a member of the US National Academy of Engineering, and the Chilean National Academies of Science and of Engineering and is an INFORMS Fellow. He was a founder and former President of ALIO, the Latin American Association of OR, and President of IFORS, the International Federation of Operations Research Societies, which includes over 50 country members, for the years 1998 to 2000. He led from 2007 to 2018 the Institute for Complex Engineering Systems, which is currently funded yearly with 3 million dollars, and involves 50 researchers and a staff of 15 people. The Institute covers areas such as Operations Research, Data Science, Industrial Organization and Consumer Analytics. The Institute is strong in developing projects with industry and the government which are original and have impact.

Chris Pitelis is the Head of International Business Division and Professor of International Business and Sustainable Competitiveness, University of Leeds and Life Fellow, Queens' College, University of Cambridge. He is the Director of the Cambridge-founded Centre for International Business and Management (CIBAM), part of a registered Charity that he also Chairs. He has served as the inaugural Head (Dean) of Brunel Business School, Brunel University London, Dean of the College of Business, Abu Dhabi University, President of the Hellenic Organization of Small and Medium-sized Enterprises, Head of the Strategy and International Management group at Bath University, Director of Studies in the Economics, the Management and Manufacturing Engineering Tripos at Queens' College, Cambridge and International Expect of the European Commission Networking for Innovation (NETWIN) program on innovation clusters. He is also an Editor of the Cambridge Journal of Economics, a member of the Cambridge Political Economy Society and the literary executor of the collected papers of Edith Penrose. He has researched and published in books and in journals such as Academy of Management Review, Organization Science, Journal of International Business Studies, Journal of World Business, Strategic Entrepreneurship Journal, The Leadership Quarterly, British Journal of Industrial Relations, Business History Review, International Journal of Industrial Organization, Industrial and Corporate Change, Cambridge Journal of Economics, Regional Studies, and served at the editorial boards of among others Organization Science and Organization Studies. Visit https://www.aib.world/frontline-ib/christos-pitelis/ for the original video interview.

Arjen van Witteloostuijn is Professor of Business and Economics at the Vrije Universiteit (VU) Amsterdam and Dean of the VU School of Business and Economics in the Netherlands, as well as Research Professor in Business, Economics and Governance at the University of Antwerp and Antwerp Management School in Belgium. In the 1980s, 1990s, 2000s, and 2010s, he was affiliated with the University of Groningen, University Maastricht, Tilburg University and Utrecht University (all four the Netherlands), and Cardiff University and Durham University (both in the United Kingdom), and he visited New York University (the US) and Warwick Business School (the UK). He holds degrees in Business, Economics and Psychology. He is (former) member of the editorial board of, e.g., the, Academy Management Journal, Cross-Cultural and Strategic Management, British Journal of Management, Industrial and Corporate Change, Journal of International Business Studies, Organization Studies and Strategic Organization. He was/is member of the Economic Advisory Council of the Dutch Parliament and the Royal Netherlands Academy of Sciences (KNAW), and Fellow of the Academy of International Business (AIB). He has published widely in such international journals as the Academy of Management Journal, Academy of Management Review, Accounting, Organizations & Society, American Journal of Political Science, American Journal of Sociology, American Sociological Review, British Journal of Political Science, Economica, Industrial Relations, International Journal of Industrial Organization, Journal of Business Venturing, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of Organizational Behavior, Journal of Public Administration Research and Theory, Management Science, Organization Science, Organization Studies, Personality and Individual Differences, Public Administration Review, and Strategic Management Journal. He strongly believes in work that crosses multiple disciplines. Visit https://www.aib.world/frontline-ib/arjen-van-witteloostuijn/ for the original video interview.

Justus Baron (PhD) is a Senior Research Associate at the Center on Law, Business, and Economics at Northwestern University's Pritzker School of Law. His previous research positions include Mines ParisTech, Cerna (2009-2012) and Sciences Po Paris, Department of Economics as an Adjunct lecturer and researcher (2012-2013). He has also served as a visiting researcher at the Hitotsubashi University, Institute of Economic Research and Technische Universität Berlin, Chair of Innovation Economics. Justus met Tim during his PhD in 2009, when they worked together in Berlin and Paris. In 2009 they were among the first economists to use patent declarations data from SSOs such as ETSI, IEEE or ITUT to empirically study the interplay of patents and standards. Today, Justus' research on technology standards and SEPs has been published in leading academic journals, including Research Policy, the Journal of Economics, Management, and Strategy, and the International Journal of Industrial Organization. Justus has authored several policy reports on FRAND licensing and standards organizations, in particular for the European Commission; and he was a member of the European Commission's SEP Expert Group. Just recently the European Commission (DG GROW) has commissioned a new study to a consortium led by Justus and Tim and other consortium members, assisting the European Commission with an “Economic Impact Assessment on Standard Essential Patents (SEPs)”. In the Podcast Justus elaborates on the topics that this empirical research study will cover, including the identification of potential inefficiencies and costs both for SEP holders and standard implementors in the process of agreeing to a FRAND license. Justus addresses several of the big questions around SEP licensing, such as what stage in the value chain SEPs will be licensed and how one can define a FRAND rate. Justus also sheds light on questions like how should regulators such as the EU Commission be involved and who defines the standards on how FRAND should be negotiated? Should standards organizations be involved in SEP determination or FRAND rate discussions? Such questions of governance must be answered by studying the impact of regulation and what incentivizes these sets. Justus feels that as an empirical economist, he can contribute to a better understanding of some complex aspects of FRAND and SEP licensing. Transparency about SEP issues is important, but here transparency also means to be transparent about the limitations of data and empirical analysis. In the end, the available information is never perfect and we have to consider that in any analysis that we do. In his work for the European Commission's SEP Expert Group, it was very important to reflect different views and to produce a balanced report. In order to keep that balance, the report reflects many individual experts' viewpoints and specific recommendations, rather than aiming for a consensus view on inherently controversial issues. That in the end may have also been why some criticized the European Commission's SEP Expert Group final report as falling short of resolving some of the open controversies. Justus is among the leading economists that study SEPs, and he believes the next years will be even more interesting when the licensing of SEPs for IoT will start to pick up.  

Jorge Tovar is an associate professor at the Economics Department in Los Andes University (Bogota - Colombia). He holds a Ph.D. in economics from UC Berkeley, specializing in International Trade and Industrial Organization. In addition, he has worked in sports economics and history for over six years, focusing on football and publishing various articles and books on the topic in recognized journals and editorial companies. Tovar, J. (2021). Soccer, World War II and coronavirus: A comparative analysis of how the sport shut down. Soccer & Society, 22(1-2), 66-74. https://www.tandfonline.com/doi/full/10.1080/14660970.2020.1755270 Tovar, J., On Fairness, Justice, and VAR: Russia 2018 and France 2019 World Cups in a Historical Perspective. Springer Nature. https://link.springer.com/book/10.1007/978-3-030-84814-9

Dr. Larry White is the Robert Kavesh Professor of Economics at the NYU Stern School. He's also General Editor of the Review of Industrial Organization and the author of numerous articles and books on industrial organization, antitrust, general regulation, and financial & bank regulation. He has also held a number of senior government positions: Senior Staff Member of the Council of Economic Advisors, Member of the Federal Home Loan Bank Board, and Chief Economist at the Antitrust Division at the Department of Justice.

New feature tracking breaking labor news on Twitter. Today's labor quote: Benjamin Todd Jealous. Today's labor history: Committee for Industrial Organization founded. @wpfwdc #1u #unions #LaborRadioPod @AFLCIO Proud founding member of the Labor Radio Podcast Network

New feature tracking breaking labor news on Twitter. Today's labor quote: Benjamin Todd Jealous. Today's labor history: Committee for Industrial Organization founded. @wpfwdc #1u #unions #LaborRadioPod @AFLCIO Proud founding member of the Labor Radio Podcast Network

Podcast: The Tripwire Cybersecurity Podcast (LS 32 · TOP 5% what is this?)Episode: Delivering Electrons, Generating Data Lakes, and the Security & Privacy Considerations of Running a Modern Industrial OrganizationPub date: 2021-09-29The podcast and artwork embedded on this page are from Tripwire Inc., which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Der Bundesgerichtshof (BGH) verdirbt Booking.com die Urlaubslaune: Mit Urteil vom 18. Mai 2021 (KVR 54/20) hat der BGH enge Bestpreisklauseln verboten. Hotels dürfen jetzt auf ihren eigenen Websites Zimmer günstiger anbieten als auf dem Hotelbuchungsportal. Die beiden Wettbewerbsexperten und Globetrotter der Heinrich-Heine-Universität Düsseldorf Justus Haucap (Volkswirt) und Rupprecht Podszun (Jurist) reisen aus diesem Anlass durchs Kartellrecht. Eine Folge über Trittbrettfahrer und über die Frage, wo ein Kartellamtspräsident wie Andreas Mundt Urlaub macht. -------------- Weitere Informationen BGH Pressemitteilung BGH vom 18. Mai 2021. Bundeskartellamt (2018), Die Auswirkungen enger Preisparitätsklauseln im Online-Vertrieb – Ermittlungsergebnisse aus dem Booking-Verfahren des Bundeskartellamtes. Hamelmann L., J. Haucap, C. Wey (2015), Die wettbewerbsrechtliche Zulässigkeit von Meistbegünstigungsklauseln auf Buchungsplattformen am Beispiel von HRS, Zeitschrift für Wettbewerbsrecht, Band 13 Heft 3. Hunold, M., Kesler, R. Laitenberger, U., Schlütter, F. (2018), Evaluation of best price clauses in online hotel bookings, International Journal of Industrial Organization, Volume 61, November 2018, Pages 542-571. Telser, L. G. (1960), Why Should Manufacturers Want Fair Trade?, The Journal of Law & Economics, Vol. 3 : No. 1 , Article 6.

In times of crisis, designing an efficient policy response is paramount. In case of natural disasters or pandemics, it can even determine the difference between life and death for a substantial number of people. But precisely, how do you design such policy responses, making sure that risks are optimally shared, people feel safe enough to reveal necessary information, and stakeholders commit to the policies? That’s where a field of economics, industrial organization (IO), can help, as Shosh Vasserman will tell us in this episode. Shosh is an assistant professor of economics at the Stanford Graduate School of Business. Specialized in industrial organization, her interests span a number of policy settings, such as public procurement, pharmaceutical pricing and auto-insurance. Her work leverages theory, empirics and modern computation (including the Stan software!) to better understand the equilibrium implications of policies and proposals involving information revelation, risk sharing and commitment.  In short, Shoshana uses theory and data to study how risk, commitment and information flows interplay with policy design. And she does a lot of this with… Bayesian models! Who said Bayes had no place in economics? Prior to Stanford, Shoshana did her Bachelor’s in mathematics and economics at MIT, and then her PhD in economics at Harvard University. This was a fascinating conversation where I learned a lot about Bayesian inference on large scale random utility logit models, socioeconomic network heterogeneity and pandemic policy response — and I’m sure you will too! Thank you to my Patrons for making this episode possible! Visit https://www.patreon.com/learnbayesstats (https://www.patreon.com/learnbayesstats) to unlock exclusive Bayesian swag ;) Our  theme music is « Good Bayesian », by Baba Brinkman (feat MC Lars and  Mega Ran). Check out his awesome work at https://bababrinkman.com/ (https://bababrinkman.com/) ! Links from the show: Shosh's website: https://shoshanavasserman.com/ (https://shoshanavasserman.com/) Shosh on Twitter: https://twitter.com/shoshievass (https://twitter.com/shoshievass) How do different reopening strategies balance health and employment: https://reopenmappingproject.com/ (https://reopenmappingproject.com/) Aggregate random coefficients logit—a generative approach: http://modernstatisticalworkflow.blogspot.com/2017/03/aggregate-random-coefficients-logita.html (http://modernstatisticalworkflow.blogspot.com/2017/03/aggregate-random-coefficients-logita.html) Voluntary Disclosure and Personalized Pricing: https://shoshanavasserman.com/files/2020/08/Voluntary-Disclosure-and-Personalized-Pricing.pdf (https://shoshanavasserman.com/files/2020/08/Voluntary-Disclosure-and-Personalized-Pricing.pdf) Socioeconomic Network Heterogeneity and Pandemic Policy Response: https://shoshanavasserman.com/files/2020/06/Network-Heterogeneity-Pandemic-Policy.pdf (https://shoshanavasserman.com/files/2020/06/Network-Heterogeneity-Pandemic-Policy.pdf) Buying Data from Consumers -- The Impact of Monitoring Programs in U.S. Auto Insurance: https://shoshanavasserman.com/files/2020/05/jinvass_0420.pdf (https://shoshanavasserman.com/files/2020/05/jinvass_0420.pdf) --- Send in a voice message: https://anchor.fm/learn-bayes-stats/message Support this podcast

Part of the extended war between labor organizations and employers in the “gig economy.” Today’s labor history: Committee for Industrial Organization founded.Today’s labor quote: Philip Murray@wpfwdc #1u #unions #LaborRadioPodProud member of the Labor Radio Podcast Network

Dans ce nouvel épisode, Pauline Choulet et Agathe Moulin, interrogent la pertinence et les limites des algorithmes de recommandation de contenus culturels. Parmi les références mentionnées : - Forgotify : http://forgotify.com/ - Jean-Samuel Beuscart, Sisley Maillard, Samuel Coavoux. Les algorithmes de recommandation musicale et l’autonomie de l’auditeur. Une analyse quantitative d’un panel d’utilisateurs de streaming. 2017 - Luis Aguiar, Joel Waldfogel. As streaming reaches flood stage, does it stimulate or depress music sales?. International Journal of Industrial Organization. 2017 - Chris Anderson. La Longue Traîne, Village Mondial. 2007 Crédits : - La musique du générique a été composée par une intelligence artificielle sur Jukedeck (jukedeck.com) - Extrait de "Can't Let Go (ACR Edit), Feat. Miss Bunty"

In this episode of On Mass I expand my argument in regards to whether China is a socialist country or a capitalist-imperialist country in the present day. I begin by conceptualizing how we should think about socialism, and then move towards giving a brief account of how China developed after it's revolution in 1949 with an emphasis on the Cultural Revolution's attempt to correct problems that developed in most socialist countries as they pertained to the transition to socialism on the level of economics, culture, ideology, and politics. For this argument I focused on the question of whether China is capitalist and briefly discussed its imperialistic elements, but didn't go into detail in regards to imperialism as a concept. A concept we'll revisit in the near future. References Charles Bettelheim - Cultural Revolution and Industrial Organization in China: Changes in Management and the Division of Labor (http://www.marx2mao.com/Other/CRIOC74.html) Charles Bettelheim - Class Struggles in the USSR Deng Yuan Hsu & Pao Yu Ching - Rethinking Socialism (http://www.marx2mao.com/Other/WIST.html) Xi Jingping - Governance of China (p. 114 of PDF version) Lenin - State and Revolution (For understanding of socialism as transitional phase and the role of the state) Lenin - The New Economic Policy And The Tasks Of The Political Education Departments (https://www.marxists.org/archive/lenin/works/1921/oct/17.htm) Mao - Communes Are Better (https://www.marxists.org/reference/archive/mao/selected-works/volume-8/mswv8_13.htm) Mao - On State Capitalism (http://www.marx2mao.com/Mao/OSC53.html) China in Africa Podcast - https://www.chinaafricaproject.com/podcast-africa-ethiopia-hawassa-inustrial-park-william-levison/ and https://www.chinaafricaproject.com/china-africa-belt-road-aging-population-lauren-johnston/ Rev Left Radio - https://revolutionaryleftradio.libsyn.com/in-defense-of-china-as-a-socialist-state-w-ajit-singh and https://revolutionaryleftradio.libsyn.com/on-mass-maoism-hip-hop-black-panther

While in Washington DC attempting to save their beleaguered small-town bank, the Riders discovered the Euro-Indo Economic and Industrial Organization in Paris - the EIEIO to those in the know. The EIEIO is designed to help small banks, but how will the Riders get to France? Fortunately, Woody once researched the legend of the lost northern land bridge to Europe. After traveling to Canada, the Riders donned thermal wetsuits and plunged into the icy waters…

Luís Cabral é professor de Economia na New York University (NYU), nos EUA, onde ensina microeconomia e análise da concorrência. Luís Cabral é, além disso, o investigador português em economia mais reputado, segundo um ranking desenvolvido por investigadores da Universidade do Minho, com investigação ligada aos aspetos dinâmicos da concorrência entre empresas. Como se isso não bastasse, Luís Cabral tem uma origem invulgar, pois é descendente de uma família ligada às artes, da qual fazem parte dois importantes nomes da pintura portuguesa, Roque Gameiro e Martins Barata. Ora, nos últimos anos, o convidado tem-se ele próprio dedicado à pintura -- no episódio falamos disso mesmo, e da relação com a sua actividade principal. Ao preparar esta conversa, e mesmo durante a gravação, estive indeciso em relação ao rumo a tomar. Teria sido, certamente, interessante abordar a investigação do convidado (efeitos sobre a concorrência entre empresas de curvas de aprendizagem, efeitos de networking, I&D e reputação), uma vez que é dos maiores especialistas na área a nível mundial. No entanto, como este é o primeiro episódio em que converso especificamente sobre a Ciência Económica - é o 2º sobre economia, mas o episódio com Pedro Braz Teixeira focou-se sobre questões concretas - acabei por achar mais interessante aproveitar a presença de alguém que pensa a Ciência Económica para falar das bases da disciplina -- o que, parecendo mais superficial, deu uma óptima conversa, sobretudo por mérito do convidado, que mostrou ser também um pedagogo, capaz de explicar em traços simples conceitos complexos. Biografia detalhada: Luís Cabral é doutorado pela Universidade de Stanford (1989), licenciado em Economia pela UCP e tem o mestrado na mesma área pela UNL. É, actualmente, Professor de Economia na NYU e na AESE, tendo sido docente nas universidades: Nova de Lisboa, London Business School, London School of Economics, Berkeley, Yale, IESE.  Actualmente, ocupa a cátedra Paganelli-Bull de Economia na New York University. É Research Fellow do Centre for Economic Policy Research (CEPR). Foi Presidente da European Association for Research in Industrial Economics (EARIE), membro do Grupo de Conselheiros Económicos do Presidente da Comissão Europeia, e consultor de múltiplas organizações públicas e privadas. Foi consultor de várias organizações, dos New York Mets à OCDE, da Pfizer a vários governos de Portugal, destacando-se o trabalho no litígio Airbus-Boing entre 2005 e 2009. s suas áreas de investigação versam sobre os aspetos dinâmicos da concorrência entre empresas (learning curves, network effects, R&D, reputation). É autor do livro “Introduction to Industrial Organization”, publicado pela MIT Press, traduzido em 7 línguas e adotado por universidades em dezenas de países.

Carlos is joined by Tiffany Binder and Patricia Recinos, two organizers from the American Federation of Labour and Congress of Industrial Organization. They discuss some of the challenges when organizing in a 'right to work' state as well as their opinions on the inauguration of President Trump. Check out the work the AFL-CIO is doing at @aflcio

Dr. Abdullah Al Bahrani is an Assistant Professor of Economics at Northern Kentucky University, where he serves as the Principles of Economics Coordinator.  Abdullah’s research interests are in the fields of Industrial Organization and Education of Economics. Currently, his primary focus is on innovative approaches to teaching Economics. In Industrial Organization, his research examines market structure and competition in the banking and real estate industries. Prior to joining academia, Dr. Al Bahrani worked in the mortgage industry from 2003-2006. He has also served as outside economic consult to the Ministry of Education, Sultanate of Oman and new business ventures entering Oman. Abdullah received his Ph.D. in Economics from the University of Kentucky in 2010, where he received an award for Best Economics Graduate Teaching Assistant.  Find Out: why Abdullah decided to do a Phd in Economics in 2006 and left the mortgage industry just before it imploded. about Abdullah’s economic consultancy work with the Sultanate of Oman. about Abdullah’s connection when reviewing labor market studies in Oman (Hint: She is the Director General of the National Centre of Career Guidance and is as maternal to Abdullah as Oman is to him). how Oman are creating an entrepreneurial spirit to drive is economy in the future. why Oman is faced with difficulties in transitioning to an entrepreneurial economy. how Omani culture is preventing it’s people to take on risk and why incentives do not work. about Abdullah’s suggestion that to create an entrepreneurial spirit in Oman, the labor market must first be liberalised. why discrimination exists in the Omani labor market and why US and UK ex-pats would be a preferred employee. how data limitations for Oman make it difficult to conduct an empirical analysis of the labor market. about Oman’s tourism initiative to create Oman as an eco-friendly destination. how Abdullah is integrating social media into the classroom, making education a more interactive and conducive learning environment for students. how to create a sense of community in a classroom. why Abdullah received an Easter basket of goodies from a student’s mother. why Abdullah is ‘helping his students to ‘clean’ their social media footprint. about the research Abdullah is doing on racial discrimination in the labor market. how Abdullah is identifying how racial discrimination is evident in online markets where, unlike traditional markets,  the color of your skin is not a factor. how Abdullah was racially discriminated against in both the labor market and when selling mortgage loans in the USA. how Abdullah dealt with racial discrimination and how it gave him his Phd dissertation question. how online price comparison websites may actually be anti-competitive. how online stores are eating into the consumer surplus. and much much more. Check out the shownotes page to this episode at www.economicrockstar.com/abdullaalbahrani Subscribe on iTunes and never miss an episode.

Government on a Neighboring Planet (808.1) 72:0.1 BY PERMISSION of Lanaforge and with the approval of the Most Highs of Edentia, I am authorized to narrate something of the social, moral, and political life of the most advanced human race living on a not far-distant planet belonging to the Satania system. (808.2) 72:0.2 Of all the Satania worlds which became isolated because of participation in the Lucifer rebellion, this planet has experienced a history most like that of Urantia. The similarity of the two spheres undoubtedly explains why permission to make this extraordinary presentation was granted, for it is most unusual for the system rulers to consent to the narration on one planet of the affairs of another. (808.3) 72:0.3 This planet, like Urantia, was led astray by the disloyalty of its Planetary Prince in connection with the Lucifer rebellion. It received a Material Son shortly after Adam came to Urantia, and this Son also defaulted, leaving the sphere isolated, since a Magisterial Son has never been bestowed upon its mortal races. 1. The Continental Nation (808.4) 72:1.1 Notwithstanding all these planetary handicaps a very superior civilization is evolving on an isolated continent about the size of Australia. This nation numbers about 140 million. Its people are a mixed race, predominantly blue and yellow, having a slightly greater proportion of violet than the so-called white race of Urantia. These different races are not yet fully blended, but they fraternize and socialize very acceptably. The average length of life on this continent is now ninety years, fifteen per cent higher than that of any other people on the planet. (808.5) 72:1.2 The industrial mechanism of this nation enjoys a certain great advantage derived from the unique topography of the continent. The high mountains, on which heavy rains fall eight months in the year, are situated at the very center of the country. This natural arrangement favors the utilization of water power and greatly facilitates the irrigation of the more arid western quarter of the continent. (808.6) 72:1.3 These people are self-sustaining, that is, they can live indefinitely without importing anything from the surrounding nations. Their natural resources are replete, and by scientific techniques they have learned how to compensate for their deficiencies in the essentials of life. They enjoy a brisk domestic commerce but have little foreign trade owing to the universal hostility of their less progressive neighbors. (808.7) 72:1.4 This continental nation, in general, followed the evolutionary trend of the planet: The development from the tribal stage to the appearance of strong rulers and kings occupied thousands of years. The unconditional monarchs were succeeded by many different orders of government — abortive republics, communal states, and dictators came and went in endless profusion. This growth continued until about five hundred years ago when, during a politically fermenting period, one of the nation’s powerful dictator-triumvirs had a change of heart. He volunteered to abdicate upon condition that one of the other rulers, the baser of the remaining two, also vacate his dictatorship. Thus was the sovereignty of the continent placed in the hands of one ruler. The unified state progressed under strong monarchial rule for over one hundred years, during which there evolved a masterful charter of liberty. (809.1) 72:1.5 The subsequent transition from monarchy to a representative form of government was gradual, the kings remaining as mere social or sentimental figureheads, finally disappearing when the male line of descent ran out. The present republic has now been in existence just two hundred years, during which time there has been a continuous progression toward the governmental techniques about to be narrated, the last developments in industrial and political realms having been made within the past decade. 2. Political Organization (809.2) 72:2.1 This continental nation now has a representative government with a centrally located national capital. The central government consists of a strong federation of one hundred comparatively free states. These states elect their governors and legislators for ten years, and none are eligible for re-election. State judges are appointed for life by the governors and confirmed by their legislatures, which consist of one representative for each one hundred thousand citizens. (809.3) 72:2.2 There are five different types of metropolitan government, depending on the size of the city, but no city is permitted to have more than one million inhabitants. On the whole, these municipal governing schemes are very simple, direct, and economical. The few offices of city administration are keenly sought by the highest types of citizens. (809.4) 72:2.3 The federal government embraces three co-ordinate divisions: executive, legislative, and judicial. The federal chief executive is elected every six years by universal territorial suffrage. He is not eligible for re-election except upon the petition of at least seventy-five state legislatures concurred in by the respective state governors, and then but for one term. He is advised by a supercabinet composed of all living ex-chief executives. (809.5) 72:2.4 The legislative division embraces three houses: (809.6) 72:2.5 1. The upper house is elected by industrial, professional, agricultural, and other groups of workers, balloting in accordance with economic function. (809.7) 72:2.6 2. The lower house is elected by certain organizations of society embracing the social, political, and philosophic groups not included in industry or the professions. All citizens in good standing participate in the election of both classes of representatives, but they are differently grouped, depending on whether the election pertains to the upper or lower house. (809.8) 72:2.7 3. The third house — the elder statesmen — embraces the veterans of civic service and includes many distinguished persons nominated by the chief executive, by the regional (subfederal) executives, by the chief of the supreme tribunal, and by the presiding officers of either of the other legislative houses. This group is limited to one hundred, and its members are elected by the majority action of the elder statesmen themselves. Membership is for life, and when vacancies occur, the person receiving the largest ballot among the list of nominees is thereby duly elected. The scope of this body is purely advisory, but it is a mighty regulator of public opinion and exerts a powerful influence upon all branches of the government. (810.1) 72:2.8 Very much of the federal administrative work is carried on by the ten regional (subfederal) authorities, each consisting of the association of ten states. These regional divisions are wholly executive and administrative, having neither legislative nor judicial functions. The ten regional executives are the personal appointees of the federal chief executive, and their term of office is concurrent with his — six years. The federal supreme tribunal approves the appointment of these ten regional executives, and while they may not be reappointed, the retiring executive automatically becomes the associate and adviser of his successor. Otherwise, these regional chiefs choose their own cabinets of administrative officials. (810.2) 72:2.9 This nation is adjudicated by two major court systems — the law courts and the socioeconomic courts. The law courts function on the following three levels: (810.3) 72:2.10 1. Minor courts of municipal and local jurisdiction, whose decisions may be appealed to the high state tribunals. (810.4) 72:2.11 2. State supreme courts, whose decisions are final in all matters not involving the federal government or jeopardy of citizenship rights and liberties. The regional executives are empowered to bring any case at once to the bar of the federal supreme court. (810.5) 72:2.12 3. Federal supreme court — the high tribunal for the adjudication of national contentions and the appellate cases coming up from the state courts. This supreme tribunal consists of twelve men over forty and under seventy-five years of age who have served two or more years on some state tribunal, and who have been appointed to this high position by the chief executive with the majority approval of the supercabinet and the third house of the legislative assembly. All decisions of this supreme judicial body are by at least a two-thirds vote. (810.6) 72:2.13 The socioeconomic courts function in the following three divisions: (810.7) 72:2.14 1. Parental courts, associated with the legislative and executive divisions of the home and social system. (810.8) 72:2.15 2. Educational courts — the juridical bodies connected with the state and regional school systems and associated with the executive and legislative branches of the educational administrative mechanism. (810.9) 72:2.16 3. Industrial courts — the jurisdictional tribunals vested with full authority for the settlement of all economic misunderstandings. (810.10) 72:2.17 The federal supreme court does not pass upon socioeconomic cases except upon the three-quarters vote of the third legislative branch of the national government, the house of elder statesmen. Otherwise, all decisions of the parental, educational, and industrial high courts are final. 3. The Home Life (811.1) 72:3.1 On this continent it is against the law for two families to live under the same roof. And since group dwellings have been outlawed, most of the tenement type of buildings have been demolished. But the unmarried still live in clubs, hotels, and other group dwellings. The smallest homesite permitted must provide fifty thousand square feet of land. All land and other property used for home purposes are free from taxation up to ten times the minimum homesite allotment. (811.2) 72:3.2 The home life of this people has greatly improved during the last century. Attendance of parents, both fathers and mothers, at the parental schools of child culture is compulsory. Even the agriculturists who reside in small country settlements carry on this work by correspondence, going to the near-by centers for oral instruction once in ten days — every two weeks, for they maintain a five-day week. (811.3) 72:3.3 The average number of children in each family is five, and they are under the full control of their parents or, in case of the demise of one or both, under that of the guardians designated by the parental courts. It is considered a great honor for any family to be awarded the guardianship of a full orphan. Competitive examinations are held among parents, and the orphan is awarded to the home of those displaying the best parental qualifications. (811.4) 72:3.4 These people regard the home as the basic institution of their civilization. It is expected that the most valuable part of a child’s education and character training will be secured from his parents and at home, and fathers devote almost as much attention to child culture as do mothers. (811.5) 72:3.5 All sex instruction is administered in the home by parents or by legal guardians. Moral instruction is offered by teachers during the rest periods in the school shops, but not so with religious training, which is deemed to be the exclusive privilege of parents, religion being looked upon as an integral part of home life. Purely religious instruction is given publicly only in the temples of philosophy, no such exclusively religious institutions as the Urantia churches having developed among this people. In their philosophy, religion is the striving to know God and to manifest love for one’s fellows through service for them, but this is not typical of the religious status of the other nations on this planet. Religion is so entirely a family matter among these people that there are no public places devoted exclusively to religious assembly. Politically, church and state, as Urantians are wont to say, are entirely separate, but there is a strange overlapping of religion and philosophy. (811.6) 72:3.6 Until twenty years ago the spiritual teachers (comparable to Urantia pastors), who visit each family periodically to examine the children to ascertain if they have been properly instructed by their parents, were under governmental supervision. These spiritual advisers and examiners are now under the direction of the newly created Foundation of Spiritual Progress, an institution supported by voluntary contributions. Possibly this institution may not further evolve until after the arrival of a Paradise Magisterial Son. (811.7) 72:3.7 Children remain legally subject to their parents until they are fifteen, when the first initiation into civic responsibility is held. Thereafter, every five years for five successive periods similar public exercises are held for such age groups at which their obligations to parents are lessened, while new civic and social responsibilities to the state are assumed. Suffrage is conferred at twenty, the right to marry without parental consent is not bestowed until twenty-five, and children must leave home on reaching the age of thirty. (812.1) 72:3.8 Marriage and divorce laws are uniform throughout the nation. Marriage before twenty — the age of civil enfranchisement — is not permitted. Permission to marry is only granted after one year’s notice of intention, and after both bride and groom present certificates showing that they have been duly instructed in the parental schools regarding the responsibilities of married life. (812.2) 72:3.9 Divorce regulations are somewhat lax, but decrees of separation, issued by the parental courts, may not be had until one year after application therefor has been recorded, and the year on this planet is considerably longer than on Urantia. Notwithstanding their easy divorce laws, the present rate of divorces is only one tenth that of the civilized races of Urantia. 4. The Educational System (812.3) 72:4.1 The educational system of this nation is compulsory and coeducational in the precollege schools that the student attends from the ages of five to eighteen. These schools are vastly different from those of Urantia. There are no classrooms, only one study is pursued at a time, and after the first three years all pupils become assistant teachers, instructing those below them. Books are used only to secure information that will assist in solving the problems arising in the school shops and on the school farms. Much of the furniture used on the continent and the many mechanical contrivances — this is a great age of invention and mechanization — are produced in these shops. Adjacent to each shop is a working library where the student may consult the necessary reference books. Agriculture and horticulture are also taught throughout the entire educational period on the extensive farms adjoining every local school. (812.4) 72:4.2 The feeble-minded are trained only in agriculture and animal husbandry, and are committed for life to special custodial colonies where they are segregated by sex to prevent parenthood, which is denied all subnormals. These restrictive measures have been in operation for seventy-five years; the commitment decrees are handed down by the parental courts. (812.5) 72:4.3 Everyone takes one month’s vacation each year. The precollege schools are conducted for nine months out of the year of ten, the vacation being spent with parents or friends in travel. This travel is a part of the adult-education program and is continued throughout a lifetime, the funds for meeting such expenses being accumulated by the same methods as those employed in old-age insurance. (812.6) 72:4.4 One quarter of the school time is devoted to play — competitive athletics — the pupils progressing in these contests from the local, through the state and regional, and on to the national trials of skill and prowess. Likewise, the oratorical and musical contests, as well as those in science and philosophy, occupy the attention of students from the lower social divisions on up to the contests for national honors. (812.7) 72:4.5 The school government is a replica of the national government with its three correlated branches, the teaching staff functioning as the third or advisory legislative division. The chief object of education on this continent is to make every pupil a self-supporting citizen. (813.1) 72:4.6 Every child graduating from the precollege school system at eighteen is a skilled artisan. Then begins the study of books and the pursuit of special knowledge, either in the adult schools or in the colleges. When a brilliant student completes his work ahead of schedule, he is granted an award of time and means wherewith he may execute some pet project of his own devising. The entire educational system is designed to adequately train the individual. 5. Industrial Organization (813.2) 72:5.1 The industrial situation among this people is far from their ideals; capital and labor still have their troubles, but both are becoming adjusted to the plan of sincere co-operation. On this unique continent the workers are increasingly becoming shareholders in all industrial concerns; every intelligent laborer is slowly becoming a small capitalist. (813.3) 72:5.2 Social antagonisms are lessening, and good will is growing apace. No grave economic problems have arisen out of the abolition of slavery (over one hundred years ago) since this adjustment was effected gradually by the liberation of two per cent each year. Those slaves who satisfactorily passed mental, moral, and physical tests were granted citizenship; many of these superior slaves were war captives or children of such captives. Some fifty years ago they deported the last of their inferior slaves, and still more recently they are addressing themselves to the task of reducing the numbers of their degenerate and vicious classes. (813.4) 72:5.3 These people have recently developed new techniques for the adjustment of industrial misunderstandings and for the correction of economic abuses which are marked improvements over their older methods of settling such problems. Violence has been outlawed as a procedure in adjusting either personal or industrial differences. Wages, profits, and other economic problems are not rigidly regulated, but they are in general controlled by the industrial legislatures, while all disputes arising out of industry are passed upon by the industrial courts. (813.5) 72:5.4 The industrial courts are only thirty years old but are functioning very satisfactorily. The most recent development provides that hereafter the industrial courts shall recognize legal compensation as falling in three divisions: (813.6) 72:5.5 1. Legal rates of interest on invested capital. (813.7) 72:5.6 2. Reasonable salary for skill employed in industrial operations. (813.8) 72:5.7 3. Fair and equitable wages for labor. (813.9) 72:5.8 These shall first be met in accordance with contract, or in the face of decreased earnings they shall share proportionally in transient reduction. And thereafter all earnings in excess of these fixed charges shall be regarded as dividends and shall be prorated to all three divisions: capital, skill, and labor. (813.10) 72:5.9 Every ten years the regional executives adjust and decree the lawful hours of daily gainful toil. Industry now operates on a five-day week, working four and playing one. These people labor six hours each working day and, like students, nine months in the year of ten. Vacation is usually spent in travel, and new methods of transportation having been so recently developed, the whole nation is travel bent. The climate favors travel about eight months in the year, and they are making the most of their opportunities. (813.11) 72:5.10 Two hundred years ago the profit motive was wholly dominant in industry, but today it is being rapidly displaced by other and higher driving forces. Competition is keen on this continent, but much of it has been transferred from industry to play, skill, scientific achievement, and intellectual attainment. It is most active in social service and governmental loyalty. Among this people public service is rapidly becoming the chief goal of ambition. The richest man on the continent works six hours a day in the office of his machine shop and then hastens over to the local branch of the school of statesmanship, where he seeks to qualify for public service. (814.1) 72:5.11 Labor is becoming more honorable on this continent, and all able-bodied citizens over eighteen work either at home and on farms, at some recognized industry, on the public works where the temporarily unemployed are absorbed, or else in the corps of compulsory laborers in the mines. (814.2) 72:5.12 These people are also beginning to foster a new form of social disgust — disgust for both idleness and unearned wealth. Slowly but certainly they are conquering their machines. Once they, too, struggled for political liberty and subsequently for economic freedom. Now are they entering upon the enjoyment of both while in addition they are beginning to appreciate their well-earned leisure, which can be devoted to increased self-realization. 6. Old-Age Insurance (814.3) 72:6.1 This nation is making a determined effort to replace the self-respect-destroying type of charity by dignified government-insurance guarantees of security in old age. This nation provides every child an education and every man a job; therefore can it successfully carry out such an insurance scheme for the protection of the infirm and aged. (814.4) 72:6.2 Among this people all persons must retire from gainful pursuit at sixty-five unless they secure a permit from the state labor commissioner which will entitle them to remain at work until the age of seventy. This age limit does not apply to government servants or philosophers. The physically disabled or permanently crippled can be placed on the retired list at any age by court order countersigned by the pension commissioner of the regional government. (814.5) 72:6.3 The funds for old-age pensions are derived from four sources: (814.6) 72:6.4 1. One day’s earnings each month are requisitioned by the federal government for this purpose, and in this country everybody works. (814.7) 72:6.5 2. Bequests — many wealthy citizens leave funds for this purpose. (814.8) 72:6.6 3. The earnings of compulsory labor in the state mines. After the conscript workers support themselves and set aside their own retirement contributions, all excess profits on their labor are turned over to this pension fund. (814.9) 72:6.7 4. The income from natural resources. All natural wealth on the continent is held as a social trust by the federal government, and the income therefrom is utilized for social purposes, such as disease prevention, education of geniuses, and expenses of especially promising individuals in the statesmanship schools. One half of the income from natural resources goes to the old-age pension fund. (814.10) 72:6.8 Although state and regional actuarial foundations supply many forms of protective insurance, old-age pensions are solely administered by the federal government through the ten regional departments. (814.11) 72:6.9 These government funds have long been honestly administered. Next to treason and murder, the heaviest penalties meted out by the courts are attached to betrayal of public trust. Social and political disloyalty are now looked upon as being the most heinous of all crimes. 7. Taxation (815.1) 72:7.1 The federal government is paternalistic only in the administration of old-age pensions and in the fostering of genius and creative originality; the state governments are slightly more concerned with the individual citizen, while the local governments are much more paternalistic or socialistic. The city (or some subdivision thereof) concerns itself with such matters as health, sanitation, building regulations, beautification, water supply, lighting, heating, recreation, music, and communication. (815.2) 72:7.2 In all industry first attention is paid to health; certain phases of physical well-being are regarded as industrial and community prerogatives, but individual and family health problems are matters of personal concern only. In medicine, as in all other purely personal matters, it is increasingly the plan of government to refrain from interfering. (815.3) 72:7.3 Cities have no taxing power, neither can they go in debt. They receive per capita allowances from the state treasury and must supplement such revenue from the earnings of their socialistic enterprises and by licensing various commercial activities. (815.4) 72:7.4 The rapid-transit facilities, which make it practical greatly to extend the city boundaries, are under municipal control. The city fire departments are supported by the fire-prevention and insurance foundations, and all buildings, in city or country, are fireproof — have been for over seventy-five years. (815.5) 72:7.5 There are no municipally appointed peace officers; the police forces are maintained by the state governments. This department is recruited almost entirely from the unmarried men between twenty-five and fifty. Most of the states assess a rather heavy bachelor tax, which is remitted to all men joining the state police. In the average state the police force is now only one tenth as large as it was fifty years ago. (815.6) 72:7.6 There is little or no uniformity among the taxation schemes of the one hundred comparatively free and sovereign states as economic and other conditions vary greatly in different sections of the continent. Every state has ten basic constitutional provisions which cannot be modified except by consent of the federal supreme court, and one of these articles prevents levying a tax of more than one per cent on the value of any property in any one year, homesites, whether in city or country, being exempted. (815.7) 72:7.7 The federal government cannot go in debt, and a three-fourths referendum is required before any state can borrow except for purposes of war. Since the federal government cannot incur debt, in the event of war the National Council of Defense is empowered to assess the states for money, as well as for men and materials, as it may be required. But no debt may run for more than twenty-five years. (815.8) 72:7.8 Income to support the federal government is derived from the following five sources: (815.9) 72:7.9 1. Import duties. All imports are subject to a tariff designed to protect the standard of living on this continent, which is far above that of any other nation on the planet. These tariffs are set by the highest industrial court after both houses of the industrial congress have ratified the recommendations of the chief executive of economic affairs, who is the joint appointee of these two legislative bodies. The upper industrial house is elected by labor, the lower by capital. (816.1) 72:7.10 2. Royalties. The federal government encourages invention and original creations in the ten regional laboratories, assisting all types of geniuses — artists, authors, and scientists — and protecting their patents. In return the government takes one half the profits realized from all such inventions and creations, whether pertaining to machines, books, artistry, plants, or animals. (816.2) 72:7.11 3. Inheritance tax. The federal government levies a graduated inheritance tax ranging from one to fifty per cent, depending on the size of an estate as well as on other conditions. (816.3) 72:7.12 4. Military equipment. The government earns a considerable sum from the leasing of military and naval equipment for commercial and recreational usages. (816.4) 72:7.13 5. Natural resources. The income from natural resources, when not fully required for the specific purposes designated in the charter of federal statehood, is turned into the national treasury. (816.5) 72:7.14 Federal appropriations, except war funds assessed by the National Council of Defense, are originated in the upper legislative house, concurred in by the lower house, approved by the chief executive, and finally validated by the federal budget commission of one hundred. The members of this commission are nominated by the state governors and elected by the state legislatures to serve for twenty-four years, one quarter being elected every six years. Every six years this body, by a three-fourths ballot, chooses one of its number as chief, and he thereby becomes director-controller of the federal treasury. 8. The Special Colleges (816.6) 72:8.1 In addition to the basic compulsory education program extending from the ages of five to eighteen, special schools are maintained as follows: (816.7) 72:8.2 1. Statesmanship schools. These schools are of three classes: national, regional, and state. The public offices of the nation are grouped in four divisions. The first division of public trust pertains principally to the national administration, and all officeholders of this group must be graduates of both regional and national schools of statesmanship. Individuals may accept political, elective, or appointive office in the second division upon graduating from any one of the ten regional schools of statesmanship; their trusts concern responsibilities in the regional administration and the state governments. Division three includes state responsibilities, and such officials are only required to have state degrees of statesmanship. The fourth and last division of officeholders are not required to hold statesmanship degrees, such offices being wholly appointive. They represent minor positions of assistantship, secretaryships, and technical trusts which are discharged by the various learned professions functioning in governmental administrative capacities. (816.8) 72:8.3 Judges of the minor and state courts hold degrees from the state schools of statesmanship. Judges of the jurisdictional tribunals of social, educational, and industrial matters hold degrees from the regional schools. Judges of the federal supreme court must hold degrees from all these schools of statesmanship. (817.1) 72:8.4 2. Schools of philosophy. These schools are affiliated with the temples of philosophy and are more or less associated with religion as a public function. (817.2) 72:8.5 3. Institutions of science. These technical schools are co-ordinated with industry rather than with the educational system and are administered under fifteen divisions. (817.3) 72:8.6 4. Professional training schools. These special institutions provide the technical training for the various learned professions, twelve in number. (817.4) 72:8.7 5. Military and naval schools. Near the national headquarters and at the twenty-five coastal military centers are maintained those institutions devoted to the military training of volunteer citizens from eighteen to thirty years of age. Parental consent is required before twenty-five in order to gain entrance to these schools. 9. The Plan of Universal Suffrage (817.5) 72:9.1 Although candidates for all public offices are restricted to graduates of the state, regional, or federal schools of statesmanship, the progressive leaders of this nation discovered a serious weakness in their plan of universal suffrage and about fifty years ago made constitutional provision for a modified scheme of voting which embraces the following features: (817.6) 72:9.2 1. Every man and woman of twenty years and over has one vote. Upon attaining this age, all citizens must accept membership in two voting groups: They will join the first in accordance with their economic function — industrial, professional, agricultural, or trade; they will enter the second group according to their political, philosophic, and social inclinations. All workers thus belong to some economic franchise group, and these guilds, like the noneconomic associations, are regulated much as is the national government with its threefold division of powers. Registration in these groups cannot be changed for twelve years. (817.7) 72:9.3 2. Upon nomination by the state governors or by the regional executives and by the mandate of the regional supreme councils, individuals who have rendered great service to society, or who have demonstrated extraordinary wisdom in government service, may have additional votes conferred upon them not oftener than every five years and not to exceed nine such superfranchises. The maximum suffrage of any multiple voter is ten. Scientists, inventors, teachers, philosophers, and spiritual leaders are also thus recognized and honored with augmented political power. These advanced civic privileges are conferred by the state and regional supreme councils much as degrees are bestowed by the special colleges, and the recipients are proud to attach the symbols of such civic recognition, along with their other degrees, to their lists of personal achievements. (817.8) 72:9.4 3. All individuals sentenced to compulsory labor in the mines and all governmental servants supported by tax funds are, for the periods of such services, disenfranchised. This does not apply to aged persons who may be retired on pensions at sixty-five. (817.9) 72:9.5 4. There are five brackets of suffrage reflecting the average yearly taxes paid for each half-decade period. Heavy taxpayers are permitted extra votes up to five. This grant is independent of all other recognition, but in no case can any person cast over ten ballots. (818.1) 72:9.6 5. At the time this franchise plan was adopted, the territorial method of voting was abandoned in favor of the economic or functional system. All citizens now vote as members of industrial, social, or professional groups, regardless of their residence. Thus the electorate consists of solidified, unified, and intelligent groups who elect only their best members to positions of governmental trust and responsibility. There is one exception to this scheme of functional or group suffrage: The election of a federal chief executive every six years is by nation-wide ballot, and no citizen casts over one vote. (818.2) 72:9.7 Thus, except in the election of the chief executive, suffrage is exercised by economic, professional, intellectual, and social groupings of the citizenry. The ideal state is organic, and every free and intelligent group of citizens represents a vital and functioning organ within the larger governmental organism. (818.3) 72:9.8 The schools of statesmanship have power to start proceedings in the state courts looking toward the disenfranchisement of any defective, idle, indifferent, or criminal individual. These people recognize that, when fifty per cent of a nation is inferior or defective and possesses the ballot, such a nation is doomed. They believe the dominance of mediocrity spells the downfall of any nation. Voting is compulsory, heavy fines being assessed against all who fail to cast their ballots. 10. Dealing with Crime (818.4) 72:10.1 The methods of this people in dealing with crime, insanity, and degeneracy, while in some ways pleasing, will, no doubt, in others prove shocking to most Urantians. Ordinary criminals and the defectives are placed, by sexes, in different agricultural colonies and are more than self-supporting. The more serious habitual criminals and the incurably insane are sentenced to death in the lethal gas chambers by the courts. Numerous crimes aside from murder, including betrayal of governmental trust, also carry the death penalty, and the visitation of justice is sure and swift. (818.5) 72:10.2 These people are passing out of the negative into the positive era of law. Recently they have gone so far as to attempt the prevention of crime by sentencing those who are believed to be potential murderers and major criminals to life service in the detention colonies. If such convicts subsequently demonstrate that they have become more normal, they may be either paroled or pardoned. The homicide rate on this continent is only one per cent of that among the other nations. (818.6) 72:10.3 Efforts to prevent the breeding of criminals and defectives were begun over one hundred years ago and have already yielded gratifying results. There are no prisons or hospitals for the insane. For one reason, there are only about ten per cent as many of these groups as are found on Urantia. 11. Military Preparedness (818.7) 72:11.1 Graduates of the federal military schools may be commissioned as “guardians of civilization” in seven ranks, in accordance with ability and experience, by the president of the National Council of Defense. This council consists of twenty-five members, nominated by the highest parental, educational, and industrial tribunals, confirmed by the federal supreme court, and presided over ex officio by the chief of staff of co-ordinated military affairs. Such members serve until they are seventy years of age. (819.1) 72:11.2 The courses pursued by such commissioned officers are four years in length and are invariably correlated with the mastery of some trade or profession. Military training is never given without this associated industrial, scientific, or professional schooling. When military training is finished, the individual has, during his four years’ course, received one half of the education imparted in any of the special schools where the courses are likewise four years in length. In this way the creation of a professional military class is avoided by providing this opportunity for a large number of men to support themselves while securing the first half of a technical or professional training. (819.2) 72:11.3 Military service during peacetime is purely voluntary, and the enlistments in all branches of the service are for four years, during which every man pursues some special line of study in addition to the mastery of military tactics. Training in music is one of the chief pursuits of the central military schools and of the twenty-five training camps distributed about the periphery of the continent. During periods of industrial slackness many thousands of unemployed are automatically utilized in upbuilding the military defenses of the continent on land and sea and in the air. (819.3) 72:11.4 Although these people maintain a powerful war establishment as a defense against invasion by the surrounding hostile peoples, it may be recorded to their credit that they have not in over one hundred years employed these military resources in an offensive war. They have become civilized to that point where they can vigorously defend civilization without yielding to the temptation to utilize their war powers in aggression. There have been no civil wars since the establishment of the united continental state, but during the last two centuries these people have been called upon to wage nine fierce defensive conflicts, three of which were against mighty confederations of world powers. Although this nation maintains adequate defense against attack by hostile neighbors, it pays far more attention to the training of statesmen, scientists, and philosophers. (819.4) 72:11.5 When at peace with the world, all mobile defense mechanisms are quite fully employed in trade, commerce, and recreation. When war is declared, the entire nation is mobilized. Throughout the period of hostilities military pay obtains in all industries, and the chiefs of all military departments become members of the chief executive’s cabinet. 12. The Other Nations (819.5) 72:12.1 Although the society and government of this unique people are in many respects superior to those of the Urantia nations, it should be stated that on the other continents (there are eleven on this planet) the governments are decidedly inferior to the more advanced nations of Urantia. (819.6) 72:12.2 Just now this superior government is planning to establish ambassadorial relations with the inferior peoples, and for the first time a great religious leader has arisen who advocates the sending of missionaries to these surrounding nations. We fear they are about to make the mistake that so many others have made when they have endeavored to force a superior culture and religion upon other races. What a wonderful thing could be done on this world if this continental nation of advanced culture would only go out and bring to itself the best of the neighboring peoples and then, after educating them, send them back as emissaries of culture to their benighted brethren! Of course, if a Magisterial Son should soon come to this advanced nation, great things could quickly happen on this world. (820.1) 72:12.3 This recital of the affairs of a neighboring planet is made by special permission with the intent of advancing civilization and augmenting governmental evolution on Urantia. Much more could be narrated that would no doubt interest and intrigue Urantians, but this disclosure covers the limits of our permissive mandate. (820.2) 72:12.4 Urantians should, however, take note that their sister sphere in the Satania family has benefited by neither magisterial nor bestowal missions of the Paradise Sons. Neither are the various peoples of Urantia set off from each other by such disparity of culture as separates the continental nation from its planetary fellows. (820.3) 72:12.5 The pouring out of the Spirit of Truth provides the spiritual foundation for the realization of great achievements in the interests of the human race of the bestowal world. Urantia is therefore far better prepared for the more immediate realization of a planetary government with its laws, mechanisms, symbols, conventions, and language — all of which could contribute so mightily to the establishment of world-wide peace under law and could lead to the sometime dawning of a real age of spiritual striving; and such an age is the planetary threshold to the utopian ages of light and life. (820.4) 72:12.6 [Presented by a Melchizedek of Nebadon.]

Last-Call Auktionen sind Auktionen, in denen ein Bieter bevorzugt wird. Marie-Christin Haufe beschäftigt sich in ihrer Diplomarbeit mit dieser Auktionsform und untersucht, wie sich die Vergabe eines Last-Call Rechts auf das Bietverhalten der nichtbevorzugten Bieter auswirkt. Dabei werden spieltheoretische Gleichgewichte berechnet, ökonomisch interpretiert und ihre Auswirkungen auf den erwarteten Auktionserlös mathematisch analysiert. Im Gespräch mit Gudrun Thäter erklärt sie, wie sie mit der Modellierung durch die Betaverteilung Aussagen über die Bieterstärken, Wertschätzung und der Aggressivität im Auktionsprozess sowohl als Erstpreisauktion als auch in einer Zweitpreisauktion treffen konnte. Literatur und Zusatzinformationen J.-S. Lee: Favoritism in asymmetric procurement auctions, International Journal of Industrial Organization 26.6: 1407-1424, 2008. B. Lebrun: Revenue-Superior Variants of the Second-Price Auctions, Discussion paper, York University, 2012. V. Krishna: Auction theory, Academic press, 2009.

Wed, 14 May 2014 12:00:00 +0100 https://edoc.ub.uni-muenchen.de/16992/ https://edoc.ub.uni-muenchen.de/16992/1/Stoll_Sebastian.pdf Stoll, Sebastian ddc:330, ddc:300, Volkswirtschaftliche Fakultät

Yanis Varoufakis of the University of Athens, the University of Texas, and former economist-in-residence at Valve Software talks with EconTalk host Russ Roberts about the unusual structure of the workplace at Valve. Valve, a software company that creates online video games, has no hierarchy or bosses. Teams of software designers join spontaneously to create and ship video games without any top-down supervision. Varoufakis discusses the economics of this Hayekian workplace and how it actually functions alongside Steam--an open gaming platform created by Valve. The conversation concludes with a discussion of the economic crisis in Europe.

Yanis Varoufakis of the University of Athens, the University of Texas, and former economist-in-residence at Valve Software talks with EconTalk host Russ Roberts about the unusual structure of the workplace at Valve. Valve, a software company that creates online video games, has no hierarchy or bosses. Teams of software designers join spontaneously to create and ship video games without any top-down supervision. Varoufakis discusses the economics of this Hayekian workplace and how it actually functions alongside Steam--an open gaming platform created by Valve. The conversation concludes with a discussion of the economic crisis in Europe.

Yanis Varoufakis of the University of Athens, the University of Texas, and former economist-in-residence at Valve Software talks with EconTalk host Russ Roberts about the unusual structure of the workplace at Valve. Valve, a software company that creates online video games, has no hierarchy or bosses. Teams of software designers join spontaneously to create and ship video games without any top-down supervision. Varoufakis discusses the economics of this Hayekian workplace and how it actually functions alongside Steam--an open gaming platform created by Valve. The conversation concludes with a discussion of the economic crisis in Europe.

This dissertation encompasses three essays in the field of Industrial Organization. The first paper asks the policy relevant question how pay-for-delay settlements in the pharmaceutical industry should be regulated in order to maximize consumer welfare. The second paper examines the welfare effects of exclusive contracts under consideration of the possibility of contract breach and imperfect downstream competition within a theoretical model. The third paper investigates how the profitability of third degree price discrimination is affected by consumers’ fairness preferences within an experimental study. The results of the experiment are explained within a theoretical model.

Paul Heidhues joined ESMT European School of Management and Technology in September 2010 as a full professor, the first holder of the Lufthansa Chair in Competition and Regulation, and the director of PhD studies. Before joining ESMT, Paul was an associate professor for Economic Theory at Bonn Universität from 2005 to 2010 and a research fellow at the Social Science Research Center Berlin (WZB) from 1999 to 2005. He received his Habilitation from the Humboldt Universität zu Berlin in 2005 and his PhD in Economics from Rice University, Houston, Texas in 2000. Paul worked on numerous topics in Industrial Organization and Competition Policy such as input-market bargaining power, merger control, and collusion. More recently, much of his work focuses on the functioning of markets when consumers are partly driven by psychological factors – such as social preferences, loss aversion, time-inconsistency, or naivete – that the classic consumer model abstracts from. Among other things, he has written on how firms optimally price products and design credit contracts in response to consumers’ psychological tendencies, and he has investigated the implications thereof for consumer-protection regulation.

Thu, 25 Jun 2009 12:00:00 +0100 https://edoc.ub.uni-muenchen.de/10608/ https://edoc.ub.uni-muenchen.de/10608/1/Klein_Joachim.pdf Klein, Joachim ddc:330, ddc:300, Volkswirtschaftliche Fakultät

The ongoing globalisation has not stopped short of the banking sector. From a political point of view wide voiced concerns about the effect of such banking globalisation have arisen. From a scientific perspective, one of the open points left for dicussion, is the question which factors shape banks' internationalisation strategies. Additionally, a large literature has recently started to discuss optimal entry modes into international markets in general. This thesis offers four chapters for insight on each of these topics. A case study on Bank Austria in Eastern Europe is presented, yielding insights on bank internationalisation strategies. One key finding is, that the optimal entry mode for banks seems to be closely tied to the banking segment (retail versus wholesale banking) the respective bank operates in. Additionally the thesis offers a theoretical chapter on the optimal entry mode of firms into foreign markets in a world of sequential entry. The primary result of the model is, that Greenfield Investment is an undervalued mode of entry, because it reduces the likelihood of further sequential entry. An open question on when banks follow their customers abroad is also discussed with the help of a theoretical model. I find that whether banks follow their customers abroad or not depends on the riskiness of respective customer loans, both from a customer cash flow point of view as well as a political risk of blocked repayment transfers by local governments abroad. A wide-voiced concern that smaller enterprises suffer in their ability to source finance from banks as the banking sector consolidates is finally discussed. Such a threat is indeed found in a theoretical analysis, as increased layers of hierarchy in consolidated institutions lead to a likely stop of loan provision to smaller companies within the bank, while due to the relationship-based lending nature of small firm bank finance, the likelihood that another bank acts as a new lender to the small firm set free is low.

This dissertation contains four independent chapters. Chapter 1 analyzes the impact of vertical integration on quality provision. Chapter 2 seeks to explain the pervasiveness of uncoordinated corruption. Chapter 3 proposes a theory of political agency. Chapter 4 is an inquiry into the foundations of insurance regulation.

International Comparative And Area Studies, Stanford Center For International Development, and Stanford University Libraries present a symposium on "Trade Liberalization And Its Consequences."

This thesis analyzes three separate, controversially discussed socioeconomic and policy issues. The first chapter is concerned with the regulation of hospitals. It is shown that the informational problems hinder the regulator to set optimal prices in a prospective payment system. It is also shown that the mechanism that the literature typically recommends for finding best prices, namely yardstick competition, fails in the hospital market. The second chapter analyzes the question whether general smoking bans in taverns can be welfare improving or whether they are an illegtimate market intervention. It is shown that owners of such establishments indeed do not necessarilly have an incentive to act in the consumers' interests. That is, it is possible that taverns do not prohibit smoking in their domain although it is in the social interest. The third chapter offers an alternative theory of how noninformative advertising can influence consumer's behavior. The advantages of the approach are that, first, it can explain the effect of advertising without violating fundamental assumptions of micoreconomic theory and, second, that it allows for welfare analysis.