Podcasts about university fm

What challenges come with taking a marketing strategy global, and what strategies can be created to account for and even take advantage of differences from one market to another? How are differences in Japanese culture reflected in the buying practices of the population?Katherine Melchior Ray is a global marketing executive and consultant, who also teaches global marketing at UC Berkeley Haas School of Business, and is the author of the book Brand Global, Adapt Local: How to Build Brand Value Across Cultures.Greg and Katherine discuss the importance of both maintaining global brand consistency and adapting to local cultures. Katherine explains the history and evolving definition of marketing, the balance between data-driven strategies and creative intuition, and the necessity of cultural intelligence in global business. Throughout the conversation, Katherine shares anecdotes from her diverse career, offering insights into the challenges and strategies for successful global marketing.*unSILOed Podcast is produced by University FM.*Episode Quotes:What does it mean to be a global brand?13:51: Just because you can access it on a global level does not mean it is going to be relevant to you in your culture. And this is where it is tricky. So we have gone way beyond the Ted Levitt era, where you have global brands, but in order for them to connect, create meaning, which is where value lies, and ultimately loyalty with consumers in different cultures, they need to do both. And this is where the book title came, Brand Global. Be a global brand, hold certain things very consistent, but adapt local, and that is tricky. It is really tricky. Which aspects do you want to hold the same, and which aspects are you willing to flex?What is cultural intelligence and why is important in leadership39:21: We all know about emotional intelligence, and I think we have come to realize how important that is in leadership. Well, cultural intelligence takes us one step further. It relies on a lot of the aspects of emotional intelligence, but it adds culture on top of it. And basically, it is the ability to see and, and bridge cultural differences. So you do not have to be an expert in every culture. You do not have to know how to code, I guess, in technology. But you have to have a couple qualities that help you learn how to see what is often not actually being explicitly said with words.The notion of balance in brands18:52: When you think of a brand, the strongest brands actually do play simultaneously in opposite, seemingly opposite, directions, but really, those two seemingly opposed directions are complimentary, right? One might be the traditional side, and one is the innovative side. One might be the classical side, and the other is the trendy side. But actually, that duality gives the brand elasticity; it gives it range. So it can reach a lot more customers, and it gives it this inherent dynamism, tension, and excitement.Story is important for expansion20:20: The reason story is important is for expansion. You cannot control every aspect of a brand as you expand, right? Because the same people, like if you think of Steve Jobs, he could review every aspect of the computer as it was being designed. But as it was being marketed in different markets, in different countries, in different stores with different salespeople, you cannot control all of that. And so the way to create a form of consistency is by telling the same internal stories, and then those stories go externally so that everyone understands why certain things are in the way that the company operates and the brand shows up in products and services.Show Links:Recommended Resources:Louis VuittonPhilip KotlerTheodore LevittPark Hyatt | Masters of Food & WineSotheby'sXiaomiGuest Profile:KatherineMelchiorRay.comLinkedIn ProfileFaculty Profile at UC Berkeley Haas Business SchoolSocial Profile on ThreadsSocial Profile on XGuest Work:Brand Global, Adapt Local: How to Build Brand Value Across Cultures Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How do bad leaders persist in current-day environments, and how do they use factors like fear, rewards, and the natural difficulty of uprooting entrenched authority to their advantage? Despite the challenges inherent to speaking out, what duty and role do followers play in identifying and addressing bad leadership?Barbara Kellerman is the founder and a fellow at the Center for Public Leadership at the Harvard Kennedy School and the author of many books, addressing many different aspects of leadership. Her latest works are Leadership from Bad to Worse: What Happens When Bad Festers, LEADERSHIP: Essential Selections on Power, and The Enablers: How Team Trump Flunked the Pandemic and Failed America.Greg and Barbara discuss Barbara's critiques of the leadership industry, highlighting its focus on 'good' leadership while often neglecting the study of 'bad' leadership and the crucial role of followers. She argues for a more nuanced understanding of leadership that includes the contexts and followers that shape and are shaped by leaders. Their conversation dives into the complexities of trust in leaders, the need for rigorous education and credentialing in leadership akin to doctors or lawyers, and the significance of managing both leadership development and organizational design. *unSILOed Podcast is produced by University FM.*Episode Quotes:The three-part leadership system06:25: The leadership system is slightly more complicated than just leadership, but only slightly. It's got three parts, each of which is of equal importance. One is the leader. None of this is to say that leaders are unimportant, but equal importance. This is—think of it as an equilateral triangle—the leader is one point, if you will. One of the two other points are the followers, the constituents, the stakeholders, whatever language. If you do not like the word follower, we can do all the euphemisms. I tend to use follower because in English, it is the only natural antonym of leader. So let's say, for the purpose here now, one part of the triangle is the leader, the other part is the followers, and the third part, again of equal importance, is the context—or better put, are the contexts, 'cause it is always plural within which leaders and followers are situated.There is no leader without followers29:55: We tend to obey. We do not tend to disobey. So the idea that this broad thing called the field of leadership pays such inadequate attention to the obvious other side of the coin—leadership is, after all, a relationship. You cannot have a leader without at least a single follower. Why is that other, by definition, so much less consequential? The answer is they are not, but the field pays that other virtually no attention.Does being a good leader automatically make you ethical?15:45: The word bad is so complicated. And it is adverse good that I have found it practical in my work generally to divide bad and good into two categories. One is a continuum of ethics, so you're a good leader if you're ethical. You're a bad leader if you're unethical. And the other continuum is effectiveness. You're a bad leader if you're ineffective, and you're a good leader if you're effective.Show Links:Recommended Resources:Deborah RhodeMartin WinterkornVolkswagen Emissions ScandalHippocratic OathGroupthinkList of prime ministers of the United KingdomNiccolò MachiavelliJeffrey PfefferMarco RubioGuest Profile:Personal WebsiteProfile on LinkedInWikipedia ProfileCenter for Public LeadershipGuest Work:Amazon Author PageLeadership from Bad to Worse: What Happens When Bad FestersLEADERSHIP: Essential Selections on PowerThe Enablers: How Team Trump Flunked the Pandemic and Failed AmericaWomen and LeadershipProfessionalizing LeadershipThe End of Leadership: A Provocative Reassessment of Leadership in the Digital Age—Questioning Beliefs That Are Dangerously Out-of-DateFollowership: How Followers Are Creating Change and Changing LeadersBad Leadership: What It Is, How It Happens, Why It MattersReinventing Leadership: Making the Connection Between Politics and BusinessThe President As World LeaderLeadership and Negotiation in the Middle EastBad Leadership – Why We Steer ClearTEDx Talk: What do we do about bad leaders? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

There's no instruction manual for how to be a CEO, and that role has undergone massive change in recent decades. So how do the leaders of great corporations today prepare themselves to make the hard decisions?Jeff Immelt, former CEO of GE and now current instructor at Stanford University, shares some of his top lessons on leading a major corporation in his book, Hot Seat: What I Learned Leading a Great American Company.Jeff joins Greg to reflect on his long career at GE, discussing his sense of belonging and the changing nature of career expectations, especially among today's youth. They delve into the intricacies of being a CEO, the differences between traditional and modern management practices, and the importance of both depth and breadth in business expertise. Jeff shares insights on organizational design, the importance of listening, and the critical role of teaching and continual learning in leadership.*unSILOed Podcast is produced by University FM.*Episode Quotes:What actually makes people stay, grow and perform in a company.07:36: Every company I work with, you know, I said, why do people leave? Right? Because there is a finite number of options and all this other stuff we can give people. And basically money counts for sure. But the second reason why people leave is I have a bad manager. The third reason why people leave is I am not getting any better. I am not getting any training, I am not getting any coaching. I am just like a work unit, and so those are the things we have to solve for. I think if we really want to turn back on the productivity engine of the next era.Every job looks easy till you're the one doing it38:41: Every job looks easy till you are the one doing it, right? So when you step in, do not come in and say, “This person stunk. I am the new sheriff. Everything is going to be great.” Just keep your mouth shut and do your job.Every good leader has three voices39:42: One of the things, Greg, that I teach, particularly founders, on is I say, look, every good leader has to have three voices, right? You need to be able to have the all-employee meeting, right? You need to be able to stand up to 400 people and communicate to 4-0-0 people. You need to be able to run a meeting, and you need to be able to give one-on-one feedback. And you know, those voices, the vocabulary is very different, right? In terms of how you motivate people in those three settings. And I try to give them examples of, you know, what they can work on, and, and very few people are really good at all three. But a lot of people give up at one, and it is hard to be a good leader. It is hard to be a good leader if you cannot traverse those three settings.Show Links:Recommended Resources:Inside Crotonville | GEDavid L. JoyceSam Bankman-FriedBill RuhStephen A. SchwarzmanLean Six SigmaAT&T LabsRoss PerotGuest Profile:Faculty Profile at Stanford UniversityProfessional Profile on LinkedInGuest Work:Hot Seat: What I Learned Leading a Great American Company Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What are practical strategies to avoid overload and exhaustion in today's digital world? What norms can organizations create for tool usage, and how can finding offline activities that provide a mental contrast to digital work?Paul Leonardi is the Duca Family Professor of Technology Management at UC Santa Barbara, a consultant and speaker on digital transformation and the future of work, and an author of several works. His latest book is called Digital Exhaustion: Simple Rules for Reclaiming Your Life.Greg and Paul discuss the complementary nature of his two most recent books: the first focuses on harnessing digital tools, and the second on mitigating the overwhelm they can cause. They also explore teaching technology management, including the importance of understanding technology's impact on people and organizational processes. Paul explains the 30% rule, emphasizing the need to understand digital tools well enough to use them effectively. They also explore the concept of digital exhaustion, the subject of his most recent book, its symptoms, and how to manage it, both at work and in daily life. *unSILOed Podcast is produced by University FM.*Episode Quotes:How can we reduce exhaustion?41:29: One easy way of reducing our exhaustion is to match the sort of complexity of the task that we are trying to do with the affordances or the capabilities of the technology. And I say match, not over exceed, because we also have the problem where, like me, I am sure you have been in many, many meetings that should have just been an email, that there is not the need. And so what we have done in that situation is we have overstimulated people, right, in a setting with, you know, 15 other folks, and we have taken an hour out of their day and maybe the travel time to get there. And that has created other avenues for exhaustion when, if we had just perceived this information via email, we could not have had the meeting. So you do not want to overmatch, you just want to like match to the complexity of the task. And that is the key to reducing our exhaustion.It's not just distraction that exhausts us18:28: I think we have failed to look at how it is not just being distracted that is a problem, but it is the act of switching itself across all of these different inputs really is a significant source of our exhaustion.Inference is a big driver of exhaustion32:45: Inference is really a big driver of exhaustion. And I would say the place that it most shows up, although not exclusively, is in our social media lives. Because, of course, people are curating their lives in terms of what they post, whether that is LinkedIn or TikTok or Instagram, that does not really matter. And we are constantly not only making inferences of them, but what I find is that we are also very often making inferences about ourselves because we see a past record of all the things that we wrote and all of the things that we posted. And then we are also making inferences of what we think other people think about us based on all the things that we post.Show Links:Recommended Resources:Human MultitaskingTask SwitchingFatigueUnsiloed Podcast Episode 612: Rebecca HindsGuest Profile:Faculty Profile at UC Santa BarbaraPaulLeonardi.comWikipedia ProfileLinkedIn ProfileGuest Work:Amazon Author PageDigital Exhaustion: Simple Rules for Reclaiming Your LifeThe Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AIExpertise, Communication, and OrganizingMateriality and Organizing: Social Interaction in a Technological WorldCar Crashes without Cars: Lessons About Simulation Technology and Organizational Change from Automotive DesignGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What changes happened in the histories of Europe and China to create two economies that developed so differently? How did different forms of local cooperatio influence state development, rule of law, and economic progress?s?Guido Tabellini is a professor of Political Economics at the University of Bocconi in Milan, Italy. He is also the author of several books, most recently co-authoring Two Paths to Prosperity: Culture and Institutions in Europe and China, 1000–2000.Greg and Guido discuss the historical divergence in prosperity between Europe and China, exploring when and why it began, and whether it arose from cultural or institutional phenomena. Guido also emphasizesthe contrasting roles of corporations and clans in both regions, the impact of state capacity, and the lasting effects of these differences on modern economic and political landscapes. Their conversation touches on the historical process of cooperation across regions and its implications for modern development economics.*unSILOed Podcast is produced by University FM.*Episode Quotes:What are the political origins of corporations?31:55: So, we should not think of the corporation just as a firm, as a way to organize production that is important, but actually comes at the later stage. And the very important role of the corporation is also to have a political role, to govern a city, to represent a city in parliament, in China. The role of the corporations, when they emerge. Instead, it is purely economic. You do not have self-governing city, and even at the level of monasteries, you do have Buddhist monasteries, which are important, but each one of them is organized as an entity. You do not have a congregation of monasteries like the Cluny monastery or like, eventually, the church. Reframing the conversation on the Great Divergence02:34: Rather than talking about great divergence, we actually like to talk about great reversal in the book because it has been a reversal. So even before starting to debate when the divergence begins, meaning that Europe gets ahead of China, we should acknowledge that the opposite was true, that China was ahead of Europe at the turn of the first millennium. The high stakes of clan adjudication49:05: In China, the demand for external enforcement was probably less, evident because the clan needed less of an external enforcement. They were smaller communities, they had stronger reciprocal ties. The reputational mechanism within the clan was much more important because if I cheat on my clan member, I am kicked out of the clan. And if I am kicked out of the clan in a society which is organized around clans, I am on my own and I die. In Europe, of course, reputation is very important, but the penalty of cheating is not as harsh. So the altruistic value ties are weaker, and the penalty of cheating is also weaker. And so you have a stronger demand for external enforcement. Show Links:Recommended Resources:Great DivergenceCharles TillyClanCluny AbbeyConfuciusGuest Profile:Faculty Profile at Brocconi UniversityWikipedia ProfileCEPR.org ProfileGuest Work:Amazon Author PageTwo Paths to Prosperity: Culture and Institutions in Europe and China, 1000–2000L'Italia in gabbia: Il volto politico della crisi economicaThe Economic Effects of ConstitutionsPolitical Economics: Explaining Economic PolicyFlexible Integration: Towards a More Effective and Democratic EuropeMonetary and Fiscal Policy: PoliticsGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When the pandemic hit in 2020, working from home skyrocketed. Six years later, many companies have returned to in-person work, but hybrid models are still the dominant structure. So with WFH here to stay in some form, what's the proper balance? And what are we at risk of losing in the long term with less in-office interaction?Nick Bloom is an economics professor at Stanford University and one of the first researchers to take a serious look at the work from home phenomenon. He joins hosts and finance professors Jonathan Berk and Jules van Binsbergen to discuss his research into why working from home has outlasted COVID precautions, its impact on employee performance, the surprising effects its had on birthrates, and his recommendation to companies on striking the perfect balance with a hybrid structure.  Find All Else Equal on the web: https://lauder.wharton.upenn.edu/allelse/All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When it comes to working in military intelligence, strong leadership skills and the ability to make quick decisions under pressure are key. Just as important to a mission's success is being a good team player.Those were the lessons and skills Chris Stillwell '24 carried into his two career pivots after his time working as a military intelligence officer for the U.S. Army. His first pivot landed him a role at Kearney in Dubai focusing on M&A integration and strategy consulting. Chris then decided to pursue an MBA at Rice Business to sharpen his financial skills and pivot once again into the world of investment banking. Now an investment banking associate at Bank of America, Chris joins co-host Brian Jackson '21 to discuss his military experience, why he chose Rice, how the program helped him make a major career transition, and his advice to those considering an MBA to pursue new career opportunities. Episode Guide:00:00 Introduction to Chris Stillwell01:03 Military Intelligence: Separating Fact From Fiction02:15 Roles and Responsibilities in the Army03:08 Leadership and Decision Making in High-Pressure Situations08:07 From Military to Consulting09:49 Living Abroad: Challenges and Cultural Insights15:02 Transitioning to an MBA at Rice University18:13 Involvement and Networking at Rice20:56 Entering Investment Banking: Preparation and Challenges25:37 Day-to-Day in Investment Banking28:46 Advice for Career Pivoters and VeteransThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:The moment Chris realized that Rice gave him an edge over his peers[20:48] Brian: Going into investment banking, was there, like, now an elevated sense of confidence of, Okay, I've done this before; I'll do it again?[20:56] Chris: Maybe some blind confidence sometimes. Yeah, you could even ask my parents. I went home for like four days for the Christmas break the year I was recruiting. And I was studying flashcards with my mom of all the IB 400 questions. And I was like, “I'm not going to get a job. You know, like all these people around me are much smarter than me. There's a really—we've got a really talented pool of candidates that are recruiting this year.” But you know, I felt like at the end of the day, the Finance Association and Rice, just the classes I took, really prepared me to understand the basics of finance, the basics that are expected of the interview process. And then, going forward, I saw when I started as an intern at the bank, I went to New York for a week…We were training with all these people from all these different schools, going to all these different groups in the bank, and some people didn't even know what a DCF was or didn't know how to do it that well, I should say. We were doing some practice problems, and I was like, “Wow, we're actually far ahead of a lot of these other schools and people.” So that was kind of good to see that Rice really put an effort into training us up. What Chris learned about leadership through three career pivots[30:15] There are certain people who can be leaders and are very good at being leaders. But being a good leader in the military might not translate to being a good leader at banking. And a lot of times you actually see that, or you see military officers leave the military and go into the corporate world and not be as successful. Because I really think you do need to tailor your leadership style to the one the industry you're working in, and two, the people you're working with, you know, different ways of operating motivate people differently. Like in the military, you could yell at somebody and hold them to a higher standard and maybe they'll do it. But if you yelled at somebody like, you know, a marketing job, they probably would shut down and that'd be the end of it. It really doesn't work the same. The leadership style is something that you have to adjust to the area you're working in.On how his military experience strengthened his teamwork skills[04:03] In the military, you are a leader, but you learn how to be a good follower as well. And I think what you do with that is that you are able to have great teamwork. You're able, like in my current job now, I have an analyst underneath me, but I have people like VPs and MDs above me and I can understand what their intent is and what we need to get accomplished in our day-to-day job, but also articulate to the people below me, Hey, this is the intent and this is how we do it. So it's kind of been very helpful in those soft skills.On how Rice gave him the academic foundation he needed[16:49] My reasons for going to Rice were great, but once I got there, I appreciated it a lot more. I really got exposed to, I mean, I was looking for some things like smaller classrooms for example. Like a lot of people we hire from Kearney were from Yale or HBS, and their class size was like a thousand people. And maybe you didn't have a lot of rigor in terms of academics. I think Rice, especially in the first term, really forces you to go to classes to do your homework, to learn the materials. And that was attractive to me as well, because I didn't come from a finance background at all. So I didn't even know what a DCF was before I came to Rice. So I was very grateful at that, you know, getting to Rice and realizing that it was such a good platform to be integrated into.Show Links: TranscriptGuest Profile:Chris Stillwell | LinkedIn

Where did the concept of management as a profession come from, and how did it develop? Why do bureaucratic practices persist? How can companies break free from those constraints to unlock greater potential and adapt more effectively to the relentless change and competition in today's business world?Gary Hamel is the founder of the Management Lab, a professor at the London Business School, a visiting professor at the University of Oxford, and the author of several books. His recent titles include Humanocracy, Creating Organizations as Amazing as the People Inside Them, What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation, and Competing for the Future.Greg and Gary discuss the evolution of Gary's thinking on management over the years and the detrimental effects of entrenched bureaucratic systems in organizations. He argues that bureaucracy stifles innovation, efficiency, and human engagement, leading him to suggest that organizations need to adopt more human-centric, dynamic, and decentralized models. He also points out the eventual trajectory of all companies that don't follow this path.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why organizations stop being technical and start being bureaucratic08:29: I don't think administrative skills are any more a competitive advantage. You need them, but they are not much of a differentiator. So far as I can see, they are not really a source of competitive advantage. And yet, given that history of them being so rare, we basically turned our organizations into administrative aristocracies . And so what that meant practically was, once you reached a certain level in an organization, a fairly low level, the only way to advance your career was to become a manager. And that is still true in most organizations. People tend to compete for those jobs because, and I have young friends, and kids and so on who, very capable people worked in organizations, and however capable you are technically, you reach a point where they are coaxing you into an administrative or managerial role as the only way to grow. And the desire to keep great employees and to pay them well means that those positions proliferate. We create more managerial roles because that is the way of rewarding people and escalating their salaries.The radical shift from static hierarchy to dynamic power39:04: I am all for having a hierarchy, but I think it needs to be highly dynamic depending on the issue, and the hierarchy needs to be able to shift also. When people in power are no longer adding value or whatever they need to, you need to be able to fire those people from below.Why traditional leadership programs create administrators, not leaders47:18: In survey after survey, by Fortune, by McKinsey or others, the vast majority of executives do not think leadership development is producing positive returns or noticeably positive returns. And again, I think the reason for that is what we call leadership development is, first of all, almost done completely in the bureaucratic frame. We are not trying to find people with genuine leadership, natural leadership capacity. We are not trying to find people who understand how to mobilize and catalyze others to do things that people thought were impossible. Our leadership training is basically training people to take on bigger administrative jobs and stratified just like the pyramid: managing yourself, managing a team, managing a unit, managing a function, managing the organization. So number one, we have that problem. It is simply replicating, and it is creating better administrators. I do not think the data says that it is creating leaders.Show Links:Recommended Resources:Thomas PaineMax WeberMcKinsey & CompanyJames G. MarchHerbert A. SimonDisruptive InnovationKKR & Co.Open Strategy: Mastering Disruption from Outside the C-SuiteDominic BartonJeffrey PfefferBarbara KellermanLeadership DevelopmentManagement DevelopmentPeter DruckerGuest Profile:GaryHamel.comLinkedIn ProfileWikipedia ProfileHumanocracy.comThe Management LabSocial Profile on XGuest Work:Amazon Author PageHumanocracy, Updated and Expanded: Creating Organizations as Amazing as the People Inside ThemWhat Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable InnovationCompeting for the FutureThe Future of ManagementThe Corporate Lattice: Achieving High Performance In the Changing World of WorkLeading the RevolutionBringing Silicon Valley InsideGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When are meetings the best way to coordinate and make decisions and when do they make things worse?? How do you use the two-pizza rule to hold effective meetings and what happens when you start including too many people in a process?Rebecca Hinds is the head of the Work AI Institute at Glean and the author of Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done, a book outlining the way to address one of the ways productivity is lost in organizations.Greg and Rebecca discuss the importance of intentionality in information flow within organizations, the common pitfalls of meeting culture, and practical strategies to improve meeting efficiency. Rebecca emphasizes the use of data and AI to measure meeting effectiveness and reduce 'meeting bloat', while sharing insights from her experiences at Asana and her studies on organizational collaboration. They also explore the evolving collaboration between HR and IT departments in the era of AI and the necessity for both tech and HR professionals to exchange and enhance their skills.*unSILOed Podcast is produced by University FM.*Episode Quotes:How ‘visibIlity bias' fuels endless meetings[07:28] We know that humans have a bias to associate presence with productivity. And so what I find to be often the case is people start to associate more meetings with more importance and status within the organization, and so when you're stuck and not sure how to make progress or you're worried about productivity, a meeting becomes a knee-jerk solution to solve that. You might not accomplish anything meaningful in the meeting, but at least you've sat together and shown that some progress or perceived progress was made. And so I think at the core of this, is this pervasive productivity theater that goes on in organizations, this visibility bias where we associate meetings with importance within the organization. There are a host of other problems, but at the core, I think that's the fundamental problem that we're dealing with.The pressure ingrained in our calendars and meeting cultures[09:37]  As soon as someone extends a meeting invite. They're establishing this social contract where you feel like you have to reciprocate. Even when we think about terminology around, it's a meeting invite. You either accept or you reject. You start to feel like you're not just rejecting the meeting, but rejecting the person. And it's taken very personally. AI tools can help reveal participation imbalances in meetings[22:59] If you're seeing that leaders are consuming 70%, 80% of the airtime, that's an opportunity to course correct and improve your meeting effectiveness. And often when it comes from an AI tool or an objective analytic tool, it's much more effectively received than a less powerful person trying to voice that takeaway in the meeting and try to veer influence that way.Are we socially conditioned to hate meetings?[28:48] Humans have what I call a meeting suck reflex, right? For a multitude of different reasons.When we hear the word "meeting," we have this negative, visceral reaction. So much so that you know when you're asked to evaluate your meetings in public versus private, you tend to rate your meetings much more negatively when you're around people in public as compared to privately, because we think that we should hate meetings. We've been socially conditioned to feel such, and there's few things that bond coworkers more quickly than bonding over a bad meeting that could have been a five-line email, right? And so to avoid that, assessing whether a meeting was worth your time helps to level set. Everyone has an intuitive sense of whether a meeting was worth their time. Is there something more productive they could have done with that time or not? And so that tends to be a good gauge for you as an organizer.Show Links:Recommended Resources:Asana, Inc.Parkinson's lawSteven RogelbergLaw of TrivialityAmazon's Two-Pizza TeamsROTIRobert I. SuttonGuest Profile:RebeccaHinds.comThe Work AI Institute at GleanLinkedIn ProfileSocial Profile on X for GleanGuest Work:Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Whether in markets, organizations, or the universe itself, today's guest is a master at navigating complex systems where existing models have stopped working, and new ones must emerge.Geoffrey Moore is a consultant in the high-tech sector and a prolific author, with titles including Crossing the Chasm, Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets, and, most recently, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality. Geoffrey and Greg discuss his transition from Renaissance English scholar to high-tech strategist, why narrative is critical in business, the challenges of disrupting industries, and what “The Infinite Staircase” reveals about life's meaning and human purpose. *unSILOed Podcast is produced by University FM.*Episode Quotes:The importance of sales and the failure of business schools09:32: It's absolutely a travesty that business schools don't teach sales. It's, it's crazy. And there are a bunch of people that have made that argument before. But the reason why academics didn't like sales is it felt too much like Glengarry Glen Ross: sleazy, you know, closers, "coffee is for closers," and all the kind of stuff the academics hate. But the point about it is that, particularly in contemporary B2B sales, that's not what a salesperson does anymore. You have to help the customer find the use cases and the ROI that validates why they're gonna buy this thing, which means you have to be intellectually curious about their business and not just yammer about your own business. And so it is, it's actually a really interesting profession if you approach it, you know, in a kind of more in-service-to-the-customer approach, as opposed to, "I'm going to make my commissions and go to the club," although that's also a big motive among salespeople.Venture capital is literary criticism06:10: Venture is a form of literary criticism prior to investment. And then, as you invest, you start to figure out, now how can I verify? How can I validate? And eventually, the analytics and the numbers become very important. But not at the beginning. At the beginning, it is really about the story.Venture Capital vs. Corporate metrics38:11: Venture capitalists do not fund performance. They fund power, but everything in a venture model is about becoming more powerful, not becoming more performant. When we exit, then they'll become performant, but not now, and that idea is still very hard to land in a large corporation.The correct sequence for success33:51: The correct sequence has to be customers first, employees second, investors third. Any other sequence doesn't work, not for sustainable success.Show Links:Recommended Resources:Regis McKennaAlfred D. Chandler Jr.Edmund SpenserGreat chain of beingClayton ChristensenSatya NadellaNorthrop FryePhilip SidneyGuest Profile:Professional WebsiteProfessional Profile on LinkedInProfile on XGuest Work:The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and MortalityCrossing the ChasmInside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth MarketsDealing with Darwin: How Great Companies Innovate at Every Phase of Their EvolutionLiving on the Fault Line, Revised Edition: Managing for Shareholder Value in Any EconomyThe Gorilla Game: An Investor's Guide to Picking Winners in High TechnologyZone to Win: Organizing to Compete in an Age of Disruption Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What is the real importance of understanding architectural history, and how is its teaching different from the histories of other disciplines? How can good design influence business decisions?Witold Rybczynski is an emeritus professor in the Weitzman School of Design at the University of Pennsylvania. He is also the author of several books on architecture and its history. His most recent titles have been The Driving Machine: A Design History of the Car, Now I Sit Me Down: From Klismos to Plastic Chair: A Natural History, Mysteries of the Mall: And Other Essays, and The Story of Architecture.Greg and Witold discuss Witold's extensive work on various topics, including the present state and histories of architecture, urban planning, and design. Their conversation covers the cultural valuation of architecture versus fine arts, the historical impact of city planning and urban design in the United States, and the unique characteristics of American cities compared to how cities and urban planning happens in European countries. They also get into the interplay of style and function in car design based in the research from Witold's new book.*unSILOed Podcast is produced by University FM.* Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As a first-generation American from Saudi Arabia, Rzan Yunus '17 learned from an early age what ambition and perseverance can lead to. She credits her immigrant father's determination to build a successful career and life for his family in the U.S. as inspiration for her own strong work ethic and drive. It was that drive that led her first to a career in insurance at American International Group (AIG), and eventually all the way to Rice Business. Since pivoting from insurance into consulting, Rzan has put her Rice MBA to use as a senior director at Alvarez & Marsal, where she's helping companies solve tough problems. Rzan chats with co-host Brian Jackson '21 about how her father's pursuit of the American dream inspired her, the critical skills she picked up at AIG, why she was drawn to the Professional MBA program and how her experience at Rice has left a mark on her forever. Episode Guide:00:00 Introduction to Rzan Yunus01:00 Early Life and Family Influence05:39 Career Beginnings at AIG09:40 Pursuing an MBA at Rice18:28 Transition to Consulting23:07 Current Role and Consulting Insights35:40 Balancing Career and Personal Life39:46 Conclusion and Final ThoughtsThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:Finding community, support, and belonging at Rice[12:32] When you learn entrepreneurship, you learn to hustle. You learn to think like an owner, or take  accountability to be resourceful, to drive results. I really appreciated Rice's pathways with other organizations and other companies, particularly consulting. I knew I wanted to explore that eventually and knew that they recruit based on certain programs. And then my favorite thing about Rice, and when I went and visited, is the team and peer atmosphere. You know, you spend so much time at work, but you also spend so much time in this program. And the people that I met and the camaraderie and the collaboration and the fact that you rarely ever achieve anything alone in life. I really wanted to be surrounded with people that were smart and hardworking and capable and collaborative and supportive. Very similar to the support system that I think everybody needs in life to be successful.Why the MBA program was an important investment in Rzan's future.[16:17] My two years in the program, and I think I said this earlier, it really changed my life. I am becoming and am the person now that I never thought I could have been 10 years ago, 15 years ago. I mean, the program is hard. It's a top MBA program for a reason. Balancing school and your personal life is difficult. Working full-time while earning an MBA is not a casual commitment, but it's the most important step that you can take to invest in yourself. Surround yourself with people that reflect the ambition and the dedication that is contagious. Why she chose to pivot to consulting[19:11] I chose consulting because I loved the variety of work that they got to do, you know, in every year, and this was something that really attracted me to it when I was meeting with people from Alvarez & Marsal. You know, you work in different industries and different projects. One year you might be doing a transformation for a media company. The next, working on a financial services operational improvement. The following year on a manufacturing cost reduction. And I think that continuous learning really appealed to me.Show Links: TranscriptGuest Profile:Rzan Yunus | LinkedInRzan Yunus | Rice Business

In the final part of this two-part interview, Steven Pinker, an experimental psychologist and Harvard professor, again joins hosts and finance professors Jonathan Berk and Jules van Binsbergen to discuss his new book When Everyone Knows That Everyone Knows: Common Knowledge and the Mysteries of Money, Power, and Everyday Life.In this episode, Jonathan and Jules break down more revelatory examples from Steven's book that demonstrate how common knowledge is a first order explanatory variable for how humans behave. They also explore the role common knowledge plays in financial markets, particularly when it comes to speculative trading, and examine common knowledge in an academic freedom sense, highlighting the delicate balance between promoting open debate and safeguarding societal norms.  Find All Else Equal on the web: https://lauder.wharton.upenn.edu/allelse/All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What was the role of experimentation in early science? How did past scientific paradigms continue to influence current scientific discourse? What is the utility of understanding the history of science for modern scientists?Peter Dear is a professor emeritus of history at Cornell University, and the author of several books, including The World as We Know It: From Natural Philosophy to Modern Science and Discipline and Experience: The Mathematical Way in the Scientific Revolution.Greg and Peter discuss the evolution of science from natural philosophy, addressing how scientific progress is not simply a linear journey towards greater knowledge. Peter talks about the transformative periods like the Renaissance and the scientific revolution, and the debate over the definition and significance of terms like 'scientific revolution.' They also explore how today's scientific practices are deeply rooted in 19th-century developments. Their conversation also covers the historical context behind Newton's and Darwin's work among other famous scientists throughout history.*unSILOed Podcast is produced by University FM.*Episode Quotes:The two “registers” of science09:50: Science nowadays, and through the course of the last, well, developing over the last two centuries, really in the 19th and 20th centuries, science is still talked of as if it were a naturaln actual philosophy, even if that term is not used very much anymore. Science is sometimes regarded as something that is about understanding the universe, understanding the natural world as if it is an intellectual enterprise and just an intellectual enterprise. And at the same time, it is also regarded as something that is practically useful, practically valuable, and these two different registers for talking about science, I think, sort of ride alongside one another and switch back and forth depending on how it is that people want to represent any particular kind of knowledge.The birth of experimentation22:23: One of the things about experimentation, is that it was a matter of developing practices, procedures for generating knowledge claims about nature that were different from the ways in which experience had been used, particularly in Aristotelian or quasi-Aristotelian context, to talk about the behavior of nature. Experiments are a particular way of understanding what experience is useful for in making sense of the world.The twin dimensions of science40:30: I think all scientists have always relied on the twin dimensions of science, the fact that science can be regarded as an actual philosophy when it's talking about the way things are, and the fact that science can be regarded as, or talked about in terms of, instrumentality. When you are focusing on the capabilities, the practical capabilities, the particular ideas and procedures enable you to do, and at different times and places, scientists will sometimes play up the natural philosophy side of things and at other times play up the instrumentality side of things, depending on what it is interested in talking about at the time. But I think everyone, all scientists, regard those as both essential elements, so to speak, of what scientific inquiry is all about.Show Links:Recommended Resources:Scientific RevolutionFrancis BaconParacelsusAristotleNicolaus CopernicusGalileo GalileiIsaac NewtonRené DescartesRobert BoyleTaxonomyCharles LyellAlbert EinsteinThomas KuhnGuest Profile:Academia PapersProfessors Emeriti List at Cornell UniversityGuest Work:Amazon Author PageThe World as We Know It: From Natural Philosophy to Modern ScienceRevolutionizing the Sciences: European Knowledge in Transition, 1500-1700Revolutionizing the Sciences: European Knowledge and Its Ambitions, 1500-1700Discipline and Experience: The Mathematical Way in the Scientific RevolutionThe Intelligibility of Nature: How Science Makes Sense of the WorldMersenne and the Learning of the SchoolsResearchGate Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

While evolution is often thought to be conducive to perfect adaptation, there are plenty of reasons why we never get there. Laurence D. Hurst is a professor of evolutionary genetics in the Milner Centre for Evolution at the University of Bath. His book, The Evolution of Imperfection: The Science of Why We Aren't and Can't Be Perfect is an expansive look into the imperfections of the human genome and why humans seem to be predisposed to so much bad genetic luck. Laurence and Greg explore the evolutionary constraints that lead to imperfections, how population size affects mutation rates, the advancements in gene therapy, and why imperfection could be key to a deeper understanding of evolution. *unSILOed Podcast is produced by University FM.*Episode Quotes:Why humans have such bad genetic luck07:13: We have good reason to think that humans are far from being as fit as they might be. We have a very high mutation rate. We've got one of the highest mutation rates going, for example, and most mutations are deleterious. Most of the time, five to 10% of us will have a rare genetic disorder, for example. And we could be better. We could be a lot, lot, lot better.Medicine is anti-evolution47:17: Medicine is anti-evolution. Evolution is why we keep on having these genetic diseases, and medicine goes, well, you might have them, but we are going to stop them having their effects.Childbirth is more dangerous than the most dangerous job in America12:13: Childbirth is, for humans, a spectacularly dangerous pursuit. There was a lovely survey done by Forbes Magazine of America's most dangerous jobs, and it turns out nothing comes close to childbirth. Childbirth is an order of magnitude more dangerous than America's most dangerous job.Show Links:Recommended Resources:10 Most Dangerous U.S. Careers Heading Into 2025, Study Reveals | ForbesNearly neutral theory of molecular evolutionHe JiankuiGuest Profile:Faculty Profile at University of BathProfessional WebsiteMilner Centre Profile on XGuest Work:The Evolution of Imperfection: The Science of Why We Aren't and Can't Be Perfect Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How can organizations make more equitable changes to their internal norms and structures, to promote fairness over merely seeking profit? What are alternate ways to tackle the difference in agreeableness that underpins many professional gaps between men and women?Cordelia Fine is a professor in the history and philosophy of science department at University of Melbourne, as well as the author of several books, including Patriarchy Inc.: What We Get Wrong About Gender Equality and Why Men Still Win at Work, Delusions of Gender: How Our Minds, Society, and Neurosexism Create Difference, and Testosterone Rex: Myths of Sex, Science, and Society.Greg and Cordelia discuss the complexities surrounding gender equality, including the contested reasons for wage differences and occupational gaps between men and women. Cordelia critiques the traditional and evolving gender norms, explains her stance on DEI (Diversity, Equity, and Inclusion) strategies, and advocates for more nuanced, context-aware approaches to addressing gender disparities. She challenges oversimplified evolutionary psychology narratives and underscores the importance of understanding the cultural evolution of gender roles. *unSILOed Podcast is produced by University FM.*Episode Quotes:Why valuing women isn't enough52:52: You can say pretty words about valuing the feminine. Oh, you know, women are great. They're so wonderful. They're so empathic and collaborative and participative, and they're really good at building people. But you can't just say that—you have to actually change your organizations so that you literally put your money where your mouth is, so that is what is actually being rewarded.Redefining patriarchy10:37: There's a sort of assumption that when we talk about patriarchy, we're just talking about the harm to girls and women. Its long been recognized, I think, in feminism that often men and certain groups of men do also face harms in that kind of system that's keeping some men on top.Why our ideas about sex differences often get it wrong20:58: I do think we have to be careful about looking at our—first of all, making assumptions about what sex differences actually are—because they're often, you know, a huge amount of overlap, contingent depending on the context and the cues. But also, to then project that back into our ancestral past without taking a kind of wider look at societies beyond the weird populations—Western, educated, industrialized, rich, democratic.Show Links:Recommended Resources:Cecilia L. RidgewayCailin O'ConnorThe Making of the Modern FamilyDavid BenatarLeonora RisseHILDA SurveyNancy FraserGuest Profile:Faculty Profile at the University of MelbourneCordelia-Fine.comWikipedia ProfileLinkedIn ProfileSocial Profile on InstagramGuest Work:Amazon Author PagePatriarchy Inc.: What We Get Wrong About Gender Equality and Why Men Still Win at WorkDelusions of Gender: How Our Minds, Society, and Neurosexism Create DifferenceTestosterone Rex: Myths of Sex, Science, and SocietyA Mind of Its Own: How Your Brain Distorts and DeceivesGoogle Scholar PageRelated Unsiloed Episode:Claudia Goldin - Understanding the Gender Wage Gap Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Despite its long-held place in history as the lynchpin of America's recovery from the Great Depression, what if the New Deal did more to hinder the country's recovery than help it? George Selgin is a professor emeritus of economics at the University of Georgia and former director of the Center on Monetary and Financial Alternatives at the Cato Institute. His books like, False Dawn: The New Deal and the Promise of Recovery and Floored!: How a Misguided Fed Experiment Deepened and Prolonged the Great Recession, examine macroeconomic theories through the lens of key moments in monetary history. In this conversation, Greg and George dive deep into the inner workings of The Great Depression, covering the biggest misconceptions surrounding the New Deal's role in ending the crisis, why many of President Roosevelt's policies were counterproductive, and how pre-existing, international factors impacted the U.S.'s recovery.*unSILOed Podcast is produced by University FM.*Episode Quotes:The myth of New Deal wisdom47:17: The thing that people have to remember when they are inclined to think, oh, you know, we need to look back at the New Deal and all the wonderful things they did to end the Depression. They knew so much, you know, they had all these experiments. No. We know a lot more about how to fight recessions and depressions than they did because we know that fiscal and monetary stimulus are our best hopes. And those were two things that the Roosevelt administration did not put much, if any, emphasis upon. And that, of course, just hearing that should give a lot of people second thoughts about how helpful the New Deal was. They did a lot of stuff, but they did not do the main thing we rely on now. The main things, they did not promote monetary stimulus, and they did not promote fiscal stimulus except somewhat, reluctantly.Keynes vs. the New Dealers59:39: I certainly believe that if Keynes's advice had been followed instead of what the New Dealers did, that the Depression would have ended much sooner than it did in the United States. The downside of "bold experimentation"35:56: Roosevelt made two statements that were probably the least, the two main unambiguous things he said, one of which turned out to be a very accurate description of what his administration would end up doing. And the other one of which would be a very inaccurate statement. This is all in the course of the campaign. The accurate statement was when he said that his administration planned to go about addressing the Depression through bold experimentation. And that is absolutely true. There was a lot of trial and error. And the problem is, as I say in my book, you know, the problem with bold experiments is they often fail.On war clouds and gold flows45:41: What keeps gold flowing in for the rest of the decade, and more and more of it as time goes on, is Hitler's rise to power and the, the gatherings war clouds that eventually have many, many Europeans thinking, I do not think this is place, this place is safe for our gold. And as long as they could, taking it and shipping it to the United States, where now after the suspension of the gold standard and the devaluation, the treasury alone is buying all the gold.Show Links:Recommended Resources:John Maynard KeynesFranklin D. RooseveltHerbert Hoover Henry Ford Alexander J. Field James Bradford DeLong Guest Profile:Faculty Profile at University of Georgia Professional Profile at the Cato InstituteProfessional Profile on LinkedInProfile on XGuest Work:False Dawn: The New Deal and the Promise of Recovery, 1933–1947 Floored!: How a Misguided Fed Experiment Deepened and Prolonged the Great RecessionMoney: Free and Unfree Less Than Zero: The Case for a Falling Price Level in a Growing EconomyThe Menace of Fiscal QE  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How does our legal system treat children today, and how do policies affecting their parents and communities cascade down to shape their lives? What forces create a pipeline to criminalization, and what would it take to break that cycle for the children who come next?Adam Benforado is a professor of law at Drexel University and the author of two books titled A Minor Revolution: How Prioritizing Kids Benefits Us All and Unfair: The New Science of Criminal Injustice.Greg and Adam discuss the deep-seated flaws in the US legal system, including cognitive biases and heuristics affecting legal professionals, and how historical assumptions about human behavior shape legal decision-making. Their discussion explores why the legal system is resistant to integrating behavioral sciences, and the impact of punitive criminal justice policies on society, especially children. Adam highlights the juxtaposition between overparented, affluent children and under-resourced, marginalized youth, advocating for evidence-based, preventative approaches to social issues rather than reactionary legal interventions. There are broader societal implications of legal practices and Adam stresses the importance of prioritizing children's rights now for a more equitable future.*unSILOed Podcast is produced by University FM.*Episode Quotes:A different way to look at crime16:49: I think there's a really different way to look at crime, which is that everything is situational. It's a result of genes and environment. And of course society can play around with those things and make crime go up or go down. And so, you know, I think in this book, one of my hopes with doing it was honestly to provoke people to try to think about things that they think they know so well. And crime is one thing we think we know so well in our lives, but I think here we have to understand different countries, different people over time have taken very different approaches. And it is not that somehow, you know, people living in these cultures are fundamentally different. I've been to these other countries, and I would say humans actually are surprisingly similar. And what's different though in our country is how we approach it.Judges are human too07:30: I think the social science that we've accumulated literally over decades now tells a very different story, which is that judges are human beings, like all the rest of us. And so we need to be just as aware of potential biases that are coming into their judgments and decision making as everyone else.Where you're born shapes who you become43:12: We promise economic, socioeconomic mobility. But if you look at it, right, if you're in that bottom quintile of family income versus that top quintile of family income, in many ways your trajectory, no matter how inherently smart you are at third grade, a lot of that's already tracked out simply based on all of that investment that wealthy parents are gonna make over the course of that young person's childhood. And that's both positive enrichment, but it's also when kids, a lot of kids get into trouble. Something doesn't work, they're struggling in math, or they hit a kid in school, or they get sick. What happens, right? If you have wealthy parents, those problems get addressed and you get many second chances. If you're a poor kid, you don't.Show Links:Recommended Resources:Jon D. HansonConvention on the Rights of the ChildEmily OsterTrial by OrdealGuest Profile:AdamBenforado.comFaculty Profile at Drexel UniversityProfile on LinkedInSocial Profile on XGuest Work:Amazon Author PageA Minor Revolution: How Prioritizing Kids Benefits Us AllUnfair: The New Science of Criminal InjusticeGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Liam Morris '23 manages one of the most complex corners of United Airlines — airport operations quality control across more than 80 stations spanning Latin America, Central America and the Southwest U.S. In this conversation, he shares how early travel experiences opened the door to a career in aviation, the path that led him from loading bags in El Paso to overseeing global safety audits, and what it takes to lead with precision, clarity and calm under pressure.Liam also reflects on United's customer-centric transformation, the moments that shaped his commitment to the industry, and how the Rice Online MBA gave him the flexibility and confidence to grow as a leader while navigating an ever-moving, always-on operational world.Episode Guide:00:00 Introduction to Aviation and Role at United Airlines00:29 Ensuring Safety and Compliance in Airport Operations02:56 Passion for Aviation and Early Influences06:08 Managing Multiple Stations and Time Zones08:00 Why United Airlines Stands Out12:16 Best Flight Experience and Customer Insights13:54 Decision to Pursue an MBA at Rice19:58 Mutual Learning and Decision Making22:27 Leadership Growth and Student Association26:47 Career Journey and Future Goals30:02 Travel Tips and Flying Etiquette37:19 Conclusion and FarewellThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode QuotesFrom cleaning planes to leading global operations25:34: I never, ever envisioned that I would be where I'm at now, and I can honestly say from when I was a business partner with United — cleaning aircraft and loading bags for another company, right — but working the United product, I never had a plan to get to where I was. My internship with United came up out of nowhere, and I moved to Jersey. Then, midsummer, I got a full-time offer to stay, and I transferred schools. You know, at the very last minute, I went up to Rutgers from UT El Paso. And then, you know, an opportunity came to transfer to Dallas, and there I ended up. You know, our CEO lives there. Ended up meeting him and a lot of executives all the time, and my name got out there really great. And then I came down to Houston to go to Rice as an assistant manager here in the airport. Then I finished my B.A. and went into the current role that I'm at, which is safety and regulatory. I can honestly say I never really had a plan to get where I was, but I'm thankful that I was always willing to walk through the door, because every single opportunity that I've had — both promotion and a lateral — was a great move, and it was such an instrumental, pivotal move.On being part of something bigger than yourself04:06: I wanted the ability to be in an industry where I am a part of something bigger, right? And being a part of an airline is really cool because even though, you know, my work now may not directly affect a flight leaving on time out of here, it does affect the customer experience some way. So I just wanted to be a part of a really, really big machine that gets people where they need to go.Show Links: TranscriptGuest Profile:Liam Morris | LinkedIn

We recorded a special episode of Beyond the Hedges live at Alumni Weekend where host David Mansouri got a chance to have a conversation with Rice alums and PhDs in material science and nanoengineering Alec Ajnsztajn and Jeremy Daum about their exciting new undertaking, complete with questions from the audience.Alec and Jeremy are co-founders of Coflux Purification, a company that grew out of the Rice Office of Innovation, and now does pioneering work with forever chemicals, or PFAS. They explain the major health and environmental risks posed by PFAS as well as their innovative solution that combines capture and destruction of these chemicals using covalent organic frameworks and light. Jeremy and Alec also recount their academic and professional journeys, including the collaboration and support they've received from Rice University's campus resources along the way. They close the discussion with talking about the future and the potential long-term impact of their technology, followed by a question and answer session with audience members, offering advice for other budding entrepreneurs at Rice.Let us know you're listening by filling out this form. We will be sending listeners Beyond the Hedges Swag every month.Episode Guide:00:00 Welcome and Introduction 01:26 Understanding Forever Chemicals02:24 The Health Impact of PFAS05:23 Alec's Journey: From Infrastructure to Innovation07:26 Jeremy's Path: From Rail Guns to Nanotechnology09:37 The Birth of Coflux Purification13:37 The Innovation Fellowship and Early Funding20:59 Simplifying the PFAS Treatment Process21:34 Future Promise of PFAS Technology23:55 Support from Rice University31:09 Questions from the Audience31:26 Regulatory Framework and Challenges34:29 Implementation and Cost Considerations38:09 Rapid Fire Questions41:39 Conclusion and Final ThoughtsBeyond The Hedges is a production of Rice University and is produced by University FM.Episode Quotes:Making a real impact with nanotechnology08:27: [Jeremy Daum]  A lot of this nanotechnology is fantastic at doing the best at anything it's ever done at it before. But can you make enough of it to be useful is always the question. And so my research has always been focused on, well, let's make enough of it so that someone can do something with it. So I actually then. Took that, and that's when the first project that Alec and I worked on here at Rice Together was how we can mass produce the material. That's actually now the fundamental part of our technology. So I've always been wanting to build stuff. I love making reactors. My job in the lab is I've made about five different reactors in the last two weeks. It's been fantastic. But kind of just this whole thing of how can we take this technology that I know can do so much? How can we make it big enough and fast enough that it can make it real impact in people's lives? And it just so happened that the hammer fit the nail that this stuff is really good at dealing with BFOS.The Forever in “forever” chemicals01:39: [Jeremy Daum] So PFAS, or Forever Chemicals, they are a type of microplastic, though. They are more like your Teflon stuff that you use every day, stuff that your grandparents have been using since like the forties. They're incredibly robust. They're hydrophobic. They are chemically resistant. They're great in places that you need something to just not wear away, but when you use those kind of products and you throw them out, that plastic, that Teflon doesn't go away. It goes into landfills, and then it gets into the environment. And that's what makes it so insidious, because the reason why they're called forever chemicals is because they have a half-life of about 40,000 years. So anything we made back in the forties is still going around today. Understanding the history of the problem23:09: [Alec Ajnsztajn]  I consider myself to be a polymer scientist in the forties and fifties, we spent a lot of fun time doing a lot of fun chemistry, and didn't really think through how a lot of that chemistry wound up Show Links:Lilie Lab | RiceOffice of Innovation | RiceRice AlumniAssociation of Rice Alumni | FacebookRice Alumni (@ricealumni) | X (Twitter)Association of Rice Alumni (@ricealumni) | Instagram Host Profiles:David Mansouri | LinkedInDavid Mansouri '07 | Alumni | Rice UniversityDavid Mansouri (@davemansouri) | XDavid Mansouri | TNScoreGuest Profiles:Coflux PurificationAlec Ajnsztajn | Rice ProfileAlec Ajnsztajn | LinkedIn ProfileAlec Ajnsztajn | Google Scholar PageJeremy Daum | LinkedIn ProfileJeremy Daum | Google Scholar Page

Is the point of life to minimize suffering, or to understand and embrace it on some level? How do different belief structures view the ideal human response to negative situations? Is there a degree of suffering that would be bearable in order to enable something pleasurable that could offset it?Scott Samuelson is a professor of philosophy at Iowa State University and also the author of several books, Rome as a Guide to the Good Life: A Philosophical Grand Tour, The Deepest Human Life: An Introduction to Philosophy for Everyone, and Seven Ways of Looking at Pointless Suffering: What Philosophy Can Tell Us About the Hardest Mystery of All.Greg and Scott discuss the universal accessibility of philosophy, the role of suffering in human life, and the balance between fixing and facing suffering. Scott shares his experiences teaching philosophy in prisons and how men in prison viewed suffering from different perspectives. He also explores the philosophical implications of thinkers like Epictetus, Nietzsche, and John Stuart Mill. Their conversation touches on the themes of modernity, the significance of facing suffering, and finding meaning in both joy and pain. *unSILOed Podcast is produced by University FM.*Episode Quotes:Philosophy begins with wonder and deepens through suffering04:26: I think there's a kind of built-in wonder in all of us. But I also think, and this goes to the suffering book, that another thing that tends to make philosophers out of everyone is suffering. There's something about suffering that kind of blows our minds. I mean, a certain amount of suffering seems to make some sense. I mean, it makes some sense that my hand, you know, feels pain when it gets near a fire so that I protect myself. But almost everyone has experiences where someone dies prematurely, or where perhaps they suffer pain that just doesn't add up, like a migraine headache. Or we look at the world and see great injustice, and it's hard not to be a human and start to ask philosophical questions in the face of that—to start to wonder what's going on here. You know, why is this happening? Sometimes, why me? And as I've had a chance to teach a really wide variety of people over the years, I've found that they all—it's without exception—people feel these questions quite deeply inside them.How philosophy provides us space to face life's hard questions05:27: One of the beautiful things that philosophy can do is provide a space that kind of dignifies that part of us that is asking these questions and thinking about it. And so even when philosophy can't necessarily provide all the answers to the questions, there's something powerful just about being in that space where you're facing those questions.Why suffering is part of being human10:38: We, of course, are going to kind of combat suffering in some ways, shape, or form. But at the same time, it seems like we have to learn to face it and be open to it and to accept it and to see it as just a part of life rather than as a foreign invader of what it means to be human. And that when we do that, we open ourselves up to the adventure of being human. We had opened ourselves up to, you know, the possibilities of real growth and finding meaning. And a lot of people, when they come out the other side of difficult experiences, have a kind of weird sense that that was a very valuable and important thing, even something they're grateful for. Even though, at the same time, it's not that they wish that it happened, but they're grateful that it has become part of their story and their life. And so when we can do that, I think we're kind of living better lives overall.Show Links:Recommended Resources:William JamesPlato's ApologyAlexis de TocquevilleAleksandr SolzhenitsynSusan NeimanEpictetusStoicismBeing MortalJohn Stuart MillUtilitarianismWhen Breath Becomes AirFriedrich NietzscheEichmann in Jerusalem: A Report on the Banality of EvilGuest Profile:Faculty Profile at Iowa State UniversityScottSamuelsonAuthor.comProfile on WikipediaGuest Work:Amazon Author PageRome as a Guide to the Good Life: A Philosophical Grand TourThe Deepest Human Life: An Introduction to Philosophy for EveryoneSeven Ways of Looking at Pointless Suffering: What Philosophy Can Tell Us About the Hardest Mystery of All Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this special episode of OneHaas, Dr. Jennifer Chatman, Dean of the Haas School of Business, shares her career journey and her hopes for the future of Haas. Dean Chatman is not just a double bear, with an undergraduate degree and PhD from Haas, but has called UC Berkeley's campus home for most of her life. In this interview, she chats with host Sean Li about growing up in an academic family, how her father, a Berkeley professor, inspired her to pursue a life of learning, how following her curiosity led to a pioneering career studying organizational culture, the enduring relevance of Haas' defining leadership principles, and why she thinks the future of Haas is very bright indeed.  *OneHaas Alumni Podcast is a production of Haas School of Business and is produced by University FM.*Episode Quotes:On passing the baton from one Berkeley professor to another“ So I remember being out here just before I was about to start and my dad was just about to retire. We had lunch somewhere on campus and we were sitting on the steps of Harmon gym… and a student walks by and looks up and says, ‘Hi, Professor Chatman.' And my dad looks at this student and he looks again. He said, ‘I don't recognize that student.' I said, ‘Yeah, Dad, that's one of mine.' So that was the official passing of the baton.”On finding a passion early on for social psychology“ I've always been fascinated by social interaction. And I remember in high school…I always loved to type up surveys and then I would go give them to people. I'd give them to my parents, I'd give them to my sisters. I'd give it to my friends, like, what did you have for breakfast? And, you know, A, B, C, or D. Right? And, I just found that sort of calculating of what people were doing and what were the similarities across people and what were the ways in which they diverged. I found both of those things very, very interesting.”On the importance of trusting and leaning into your curiosity “ I think the advice is trust your curiosity and trust what gets you excited and passionate and figure out a way to lean into it, and develop a pathway that involves the things that kind of get you up in the morning. You know, career paths are very, very long and you wanna be doing something that's interesting to you. That gives you energy and it's actually something I really admire and love about our Haas students. There is not one Haas student that I've ever run into who is anything less than completely fascinating. Every single one of our students is interesting. They have a unique and distinctive story. They have really wide ranging interests. I find it just a profound distinction that we're privileged to have this community of super interesting, passionate students.”On her hopes for the future of Haas “ I just think that this is a really incredible moment for our school and we're so full of ideas and our students are so capable and eager and brilliant. They are defining the future and I think that our humanity as well as our skills in leveraging technology, but it's our humanity that's going to allow us to flourish into the future. And I'm just really excited about that.”Show Links:LinkedIn ProfileHaas ProfileProfessional WebsiteSupport this podcast at — https://redcircle.com/onehaas/donations

What are the nuances of organizational design and risk-taking? What are the roles of both curiosity and trust in fostering an environment ripe for innovation? How can you create serendipity intentionally, and harness its power for your organization?David Cleevely is a British entrepreneur and international telecoms expert who has built and advised many companies, principally in Cambridge, UK. He is also the author of the new book Serendipity: It Doesn't Happen By Accident. Greg and David discuss the concept of engineered serendipity, which involves designing environments and life trajectories that optimize the occurrence of fortunate coincidences. David explains how places like Cambridge, Silicon Valley, and 18th-century Birmingham fostered innovative ecosystems. They explore how engineered structures can increase the likelihood of beneficial outcomes, the role of key individuals in creating networks, and the importance of interdisciplinary interactions. *unSILOed Podcast is produced by University FM.*Episode Quotes:How can we engineer serendipity?04:23: The thing that we need to do is look at how did those things actually happen? Why did they happen? And is it possible to get some general principles out of this, some insights, so that instead of just relying on chance to do it for us, we can change the odds. And really, serendipity does not act by accident. It is about changing the odds.Randomness in strategy29:09: You need an element of randomness in strategy. So you need to have things that are highly focused, and you need some things that are going to be cross-disciplinary and completely wacky. And you will need different proportions of those.Creating environments for good things to happen02:27: I think we need to do some research, and it's properly cross-disciplinary, 'cause it involves network science, it involves behavioral psychology stuff, all of these things that we need to understand how this stuff actually works. We've been taking this stuff for granted, and actually we need to not just go, oh, that's interesting, and then move on. No, actually we need to investigate this stuff and think, how can we actually create environments in which good things are more likely to happen?Show Links:Recommended Resources:Lunar Society of BirminghamFriedrich HayekStuart KauffmanSanta Fe InstitutePriestley RiotsNapoleonic WarsCambridge WirelessCambridge AngelsACAMSteve JobsDunbar's NumberNicholas ChristakisPride and PrejudiceJohn Maynard SmithGuest Profile:Chemify LimitedWikipedia ProfileLinkedIn ProfileCleevely & PartnersTrinity Hall ProfileCambridge Ahead ProfileGuest Work:ConductingSerendipity.comSerendipity: It Doesn't Happen By Accident Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

If ideas and knowledge are the software, then books have always been the longest-running hardware.Author and former publishing executive Joel J. Miller's latest book, The Idea Machine: How Books Built Our World and Shape Our Future, delves into the history and evolution of books as a physical technology for idea transmission.Joel and Greg discuss the book's origins from ancient times with Socrates and Plato, to the development of the codex, and the impact of modern digital reading. Joel also shares insights from his experiences in the publishing industry, the importance of physical books in shaping thought, the role of metadata in organizing knowledge, and predictions about the future of books in an increasingly digital world.*unSILOed Podcast is produced by University FM.*Episode Quotes:Books are hardware for knowledge09:09: I read someone say essentially this definition of a machine, that it is an assembly of parts that are, you know, designed to produce a particular end. And I do think that there is both institutional and cultural kind of degradation of that. And I thought that is what a book does. A book is a thing that is designed to help produce a particular outcome, which looks like a number of things, but one of them is to develop elaborate schemes of thought that would not be able to exist outside of that physical format. If you did not have the physical thing, the hardware, like you said, if you did not have that, the software would not matter because you do not actually have the ability to take all these elaborate thoughts that we have and hold them in our minds. Our working memory is too short, the ability to go back and revisit and revise is non-existent more or less. And so writing enabled us to develop ideas, and we access those through books.Books as vessels of ideas13:24: Ideas live in books. Whether they're arguments, like it's history, it's someone explicating a topic, or it is a novel where somebody is accessing, you know, a kind of a window on another self or things like that. The book is always there to do that for us.On metadata, organization, and libraries as knowledge systems25:16: Data is every bit as wild and unruly, and humans have been trying to figure out ways of getting it under control since the beginning, because we create more information than we can even use. We always have. And the ability to go use a library effectively requires some kind of scheme of organization in order to make it, to make things findable. And so we see that not only in the micro case of a single book, but we can see it blown out across an entire library where people have discovered ways of making ideas findable within them. And at every stage, as the technology has advanced, the job has gotten more complicated and also more interesting because the solutions emerge from that technology that enables us to get even better solutions to the problem.Show Links:Recommended Resources:Maxwell PerkinsHenry Regnery SeptuagintJustin MartyrI. A. RichardsIrenaeusGalenHernando Colon (Ferdinand Columbus)Paul OtletVannevar BushGuest Profile:Staff Profile at Full FocusProfessional WebsiteFocus on This podcastGuest Work:The Idea Machine: How Books Built Our World and Shape Our Future Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How did the US Dollar become the dominant currency internationally? What keeps other currencies, fiat or crypto, from displacing the dollar's role? Does the aggressive use of sanctions by the US Government put the dollar's role at risk?Paul Blustein is with the Center for Strategic and International Studies, as well as an author and journalist. He has written several books including his latest work King Dollar: The Past and Future of the World's Dominant Currency and previous works, Off Balance: The Travails of Institutions That Govern the Global Financial System, And the Money Kept Rolling In (and Out) Wall Street, the IMF, and the Bankrupting of Argentina, and Laid Low: Inside the Crisis That Overwhelmed Europe and the IMF.Greg and Paul discuss the reasons behind the US dollar's dominance in global finance, its historical roots stemming from the Bretton Woods Agreement, and the challenges posed by international crises and economic policies. Paul also discusses the role and limitations of the IMF, the geopolitical implications of using the dollar as a financial weapon, and the potential impact of emerging currencies and digital threats. The episode concludes with insights into the phenomena of dollarization and how various economic strategies, including those of China and Russia, intersect with the enduring power of the US dollar.*unSILOed Podcast is produced by University FM.*Episode Quotes:How the U.S. discovered the power of financial sanctions21:00: No longer was it just going to be the drug lords and, you know, in Colombia and places like that, it was now the government was gonna crack down on terrorists. And so the Treasury, OFAC, the Office of Foreign Assets Control, began doing some of that. And they realized that by cutting off banks abroad from access to the dollar system, that correspondent banking system we were just talking about, that, you know, things could really go boom. They could pose a death sentence on banks. And as they began to realize the power of that, they then applied it in the case of North Korea in 2005. And they were absolutely astonished to discover that this really worked. You could really have a big effect on North Korea's financial system by cutting off banks. It was—they went after a bank in Macau that had been—and then they were off to the races. They could use this similar kind of weaponry on Iran and other adversariesResponsible vs irresponsible use of dollar power25:29: You have this power with a dollar; if we use it responsibly, it can be a very good power. And if we use it irresponsibly, it's a bad power. And that's the way I like to look at it.How U.S.–China sanction scenarios are actually gamed out51:59: Some of the hawks in, you know, you don't hear so much from these guys anymore, but the hawks in Congress have tried to game some of these out. You know, I go into this in one of the chapters of the book about how they, you know, they had a red team and a blue team, and they thought, well, we can, you know, we just have done this—imposed drastic sanctions on Russia. So if there's an invasion of Taiwan, here's what we do. And they, I think, have discovered that if you have a really knowledgeable red team playing the Chinese Communist Party, they can come up with a lot, a lot of things that, it preserves Taiwanese democracy but doesn't have us at each other's throats.Show Links:Recommended Resources:United States DollarEuroRenminbiReserve CurrencyNetwork EffectBretton Woods SystemJohn Maynard KeynesHarry Dexter WhiteHerbert SteinFederal ReserveInternational Monetary Fund (IMF)SWIFTEuroclearFiat MoneyXi JinpingShadow FleetGuest Profile:PaulBlustein.comProfessional Profile for CSISLinkedIn ProfileSocial Profile on XGuest Work:Amazon Author PageKing Dollar: The Past and Future of the World's Dominant CurrencyOff Balance: The Travails of Institutions That Govern the Global Financial SystemAnd the Money Kept Rolling In (and Out) Wall Street, the IMF, and the Bankrupting of ArgentinaThe Chastening: Inside The Crisis That Rocked The Global Financial System And Humbled The IMFMisadventures of the Most Favored Nations: Clashing Egos, Inflated Ambitions, and the Great Shambles of the World Trade SystemLaid Low: Inside the Crisis That Overwhelmed Europe and the IMFSchism: China, America, and the Fracturing of the Global Trading System Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As the youngest founder in her Rice MBA cohort, Allison Knight '10 knows a thing or two about blazing a trail. At just 24 years old, she co-founded Rebellion Photonics, which used cutting-edge technology to identify and quantify gas leaks on oil rigs, preventing catastrophic explosions. Knight went on to sell Rebellion Photonics to Honeywell in 2019, and is now codifying blue collar genius through Alaris AI. In this episode, Knight joins host Brian Jackson '21 to discuss how Rebellion Photonics used early AI technology to improve hyperspectral imaging and revolutionize gas leak detection. She also opens up about her experience as a young woman founder in a predominantly male industry, her role as an adjunct professor at Rice Business and why she believes blue collar work is the next frontier for AI exploration. Episode Guide:00:00 Introduction to Allison Knight01:09 Founding Rebellion Photonics02:25 Challenges and Innovations in Gas Leak Detection03:48 The Role of AI in Rebellion Photonics04:26 Reflections on Being a Young Founder12:44 Lessons From Startup Life16:25 Introducing Alaris AI: AI for Blue Collar Workers23:35 Teaching AI at Rice Business27:52 The Future of AI in the Workforce32:44 Final Thoughts and ReflectionsThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:On being a young entrepreneur12:17: I was 24. I was the youngest student in the Rice MBA program, and I had gotten a prestigious, semi-prestigious investment banking job that I had accepted. And then I did the thing you're not supposed to do under any circumstances, which is renege on a job. They do not like that. But I am a physicist more than I am an MBA. Science and tech still make me the happiest. So, I ended up, even at Rice, just hanging out with Rice techies, like other applied physicists. Yeah. And it was just too tempting. I knew I should do the investment banking job, but I just could not do it. I had to go for this crazy methane emissions monitoring company. And I loved it.Allison's first AI moment08:31: I think everyone will experience this, and I just happen to experience this 15, 16 years ago. It is your, like, AI moment—that first time where you run some code with AI. We had been trying to do real-time video detecting and imaging gas leaks in real time and kind of making do with it, and they were ugly. But then we brought in AI and started doing very, very, very, very basic machine learning, and it was just like magic, Brian. It was magic.On AI's next frontier17:20: Pretty much across the board, AI really sucks for blue-collar work. With white-collar work, we can just boop, boop, boop—take the generic ChatGPT, and it works beautifully. And that's because we, white-collar workers, have been typing for a long time. We've got all their documents in different folders, new ones, and so it's all been trained on that for the most part. So it's really trained on white-collar documentation and meant for it. Blue-collar documentation—basically, manuals and SOPs—has inherently always been stinky. But more importantly, none of the documentation has been done on what's in their head, what's in the foreman's head, the supervisor's head, or the individual's head. And so, when you don't have that data documented, structured, codified, the AI will be useless.Show Links: Alaris AITranscriptGuest Profile:Allison Knight | Rice BusinessLinkedIn Profile

This holiday week, All Else Equal is looking back at its episode on the growth of private equity with Ludovic Phalippou. Private markets have taken off in the last couple decades, with more investors opting to invest in private equity and debt instead of public markets. But what caused that shift? And are the private markets really a better bet right now, or is there more to the story?  Hosts and finance professors Jonathan Berk and Jules van Binsbergen sit down with private markets expert Ludovic Phalippou, a professor of financial economics at the Saïd Business School at the University of Oxford and author of Private Equity Laid Bare. In the conversation, they explore what private markets can provide asset owners that public markets can not, the potential tradeoffs of investing in private equity, how performance in private and public markets is measured, and if the return on investment is really worth the high fees that come along with private equity firms.   Submit your questions to the show here: https://bit.ly/AllElseEqualFind All Else Equal on the web: https://www.gsb.stanford.edu/business-podcasts/all-else-equal-making-better-decisionsAll Else Equal: Making Better Decisions Podcast is a production of Stanford Graduate School of Business and is produced by University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Unlike some other academic fields, the study of business has always had the challenging task of striking a balance between theory and practice. How can theoretical concepts aid business practitioners in real-world situations? And how can business academics expand their understanding of theory through that real-world application?  Jay Barney is a professor of strategic management at the University of Utah David Eccles School of Business. His work, including numerous books, journal articles, and textbooks, has shaped the field of strategy and entrepreneurship for decades. His most recent book is The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization.Jay and Greg discuss the evolving role of academia in the business world, the historical and current perceptions of business education, and the various theories that underpin strategic management. Barney delves into resource-based theory, the importance of organizational culture, and the intersection of strategy and practical business applications. *unSILOed Podcast is produced by University FM.*Episode Quotes:What really makes a strategy hard to imitate44:56: You're going to have a strategy that's likely to be a source of sustained advantage; you have to figure out how that leverages resources, or capabilities that are socially complex. Why? Because that's harder to imitate, stuff that's developed over long periods of time. That's path dependent. Why? Because that's hard to imitate, or stuff that's costly and ambiguous. Well, you don't know how to develop those capabilities because that makes it hard to imitate. And I can make some empirical predictions that socially complex resources and capabilities should last longer. As long as their value is retained, they should last longer than non–socially complex.Why entrepreneurship is so hard to theorize39:22: Entrepreneurship, one reason that it's under-theorized as a field is because the theory is really hard, because many of the assumptions and attributes that make it possible to theorize in non-entrepreneurial settings do not apply in entrepreneurial settings. And so then we're stuck with this Knightian uncertainty and difficulties associated with that.How strategy escapes the tautology problem46:25: I think that we can avoid the tautology problem by identifying the characteristics that resources and capabilities need to have in order to be sources of sustained advantage. And then, then empirical predictions come out of that. But they do not come out of the tautology, but by definition.Show Links:Recommended Resources:Jay Barney “The Lessons They Didn't Teach You in Business School” | unSILOed Modigliani-Miller TheoremHawthorne EffectNicholas BloomMichael PorterDavid TeeceWilliam H. MecklingMichael C. JensenJensen and Meckling article 76 JFEGuest Profile:Faculty Profile at University of UtahProfessional Profile on LinkedInWebsiteGuest Work:The Secret of Culture Change: How to Build Authentic Stories That Transform Your OrganizationWhat I Didn't Learn in Business School: How Strategy Works in the Real WorldOrganizational Economics: Toward a New Paradigm for Understanding and Studying OrganizationsGaining and Sustaining Competitive AdvantageStrategic Management and Competitive Advantage, Concepts: Concepts and CasesJay Barney | Google Scholar Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Why might ‘bring your whole self to work' be terrible professional advice, and what should we be thinking about instead? Why does authenticity come into play more now than in previous generations? Tomas Chamorro-Premuzic is a professor of business psychology at University College London and Columbia. He is also the author of several books, including Don't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead), Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It), and The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human Potential, I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique.Greg and Tomas discuss the overemphasis of authenticity in professional and personal settings, the nuanced insights from sociologist Erving Goffman on impression management, and how emotional intelligence often aligns with strategic impression management. Their conversation gets into the impact of AI on human potential and workplace dynamics, as well as the complex interplay between organizational culture and individual behavior, particularly among leaders. *unSILOed Podcast is produced by University FM.*Episode Quotes:Why do people believe authenticity naturally leads to wellbeing and success?03:08: In a world that is obviously not very authentic, pretending that we value authenticity or encouraging people to just be themselves might be quite fitting. I think it's not very authentic advice to tell people, "Oh, just be yourself. Oh, just bring your whole self to work. Oh, don't worry about what people think of you." But then, if somebody is silly or naive enough to follow that advice, the repercussions for them are not very positive.Self-awareness requires paying attention to others13:33: Professional success and personal development and self-awareness can only be achieved if you are receptive to what other people think of you. So, by the way, as I say in the book [DON'T BE YOURSELF], the notion that, I mean, you know, one of the mantras of authenticity or to authenticity advice, which is "ignore what people tell you," ironically,  the advice is trying to tell us how to behave, right? So you cannot ignore what people tell you. And the difference between somebody who has achieved basic emotional maturity and psychological maturity and somebody who still behaves like a child is that the psychologically mature person pays attention to what other people think of themselves, which doesn't mean being a sort of weak, feeble, conformist sheep. It means being a highly functioning member of society, of work, of community, not being trapped in your own narcissistic delusion.How do you achieve self-awareness?12:20: Self-awareness is actually achieved by internalizing the feedback from others from a very, very early age. We learn about ourselves from internalizing or incorporating the feedback we get from others. So your teachers, your aunt, your uncle, your parents, your older siblings, your friends will tell you, you are good at this, you are bad at that, you are funny. And then you understand that you are funny, right? It's obviously problematic if they're lying to you and then you realize, Ooh, outside my family, nobody laughs with my jokes, right? But there's no answer to who we really are. But the best way to understand who we are in the eyes of others is to not be self-centered and to actually be open to feedback. And that's something that people with high emotional intelligence do very well. Show Links:Recommended Resources:Erving GoffmanCore Self-EvaluationsEmotional LaborEmotional IntelligenceSelf-MonitoringElon MuskDavid Bowie360-degree feedbackCharles Horton CooleyDale CarnegieHenry FordJeffrey PfefferPope FrancisRobert HoganMachiavellianismMax PlanckAmos TverskyDaniel KahnemanJohn Maynard KeynesGuest Profile:Faculty Profile at University College LondonWebsite | DrTomas.comLinkedIn ProfileWikipedia PageSocial Profile on XGuest Work:Amazon Author PageDon't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead)Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human PotentialI, Human: AI, Automation, and the Quest to Reclaim What Makes Us UniqueConfidence: How Much You Really Need and How to Get ItPersonality and Individual Differences, 3rd EditionThe Future of Recruitment: Using the New Science of Talent Analytics to Get Your Hiring Right (The Future of Work)Personality and Intellectual CompetenceThe Psychology of Personnel SelectionPersonality and Individual DifferencesConfidence: Overcoming Low Self-Esteem, Insecurity, and Self-Doubt Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How do evangelism and business go hand in hand? Well, for today's guest, evangelism is the purest form of sales. Guy Kawasaki is the Chief Evangelist at Canva and former Chief Evangelist for the Macintosh Division at Apple. He's a prolific author, speaker, and podcaster, with hit books like Think Remarkable: 9 Paths to Transform Your Life and Make a Difference, Wiser Guy: Life-Changing Revelations and Revisions from Tech's Chief Evangelist, and Enchantment: The Art of Changing Hearts, Minds, and Actions.Guy and Greg discuss his evolving career path, why his work's focus has shifted over time from how to succeed in business to how to succeed in life, the practicalities of sales, evangelism, and the overlooked necessity of these skills in business education. *unSILOed Podcast is produced by University FM.*Episode Quotes:Is evangelism the purest form of sales?42:25: I believe that sales is a very necessary and important skill. I would say that maybe evangelism is the purest form of sales. The difference between evangelism and most sales is that in evangelism, you have the other person's best interests at heart, not just yours.Remarkable doesn't mean reach and famous24:45: Remarkable does not mean rich or famous, although you can be rich or famous and remarkable. But it's really about the impact you've made on the world. And I don't mean you have to sell 300 million iPhones or 300 million computers; it's really what have you done?Stop chasing passion, start pursuing interest14:15: So the bar is so high for a passion. So a lot of people are saying, oh my God, I'm 22 years old, I haven't found my passion yet, what's wrong with me? I'm an underachiever. And what I think you should do instead is have your eyes open, you should have your brain open, i.e., a growth mindset. And whatever interests you, you should pursue it until you can discover if you really like it; maybe then it'll turn into a passion. But to look for Passion, capital P, out the gate is doing yourself a disservice.The three general qualities of remarkable people27:29: I've noticed that remarkable people have three general qualities. First of all, they have the growth mindset of Carol Dweck. If you have a growth mindset, you better back that up with a grit mindset of Angela Duckworth, because if you have a growth mindset, you're going to try things like surfing and hockey that you're not good at for years. So you need to persevere and have grit. And then the final thing you need is a grace mindset. So it's growth, grit, grace.Show Links:Recommended Resources:Dr. Robert Cialdini | Remarkable People podcast Dr. Robert Cialdini | unSILOed podcastInfluence: The Psychology of Persuasion, Revised Edition by Robert CialdiniIf You Want to Write: A Book about Art, Independence and Spirit by Brenda UelandCarol DweckAngela DuckworthGuest Profile:Professional WebsiteRemarkable People podcastGuest Work:Think Remarkable: 9 Paths to Transform Your Life and Make a DifferenceWiser Guy: Life-Changing Revelations and Revisions from Tech's Chief EvangelistEnchantment: The Art of Changing Hearts, Minds, and ActionsThe Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting AnythingRules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing New Products and ServicesThe Macintosh Way Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In honor of Veterans Month, the OneHaas Alumni Podcast is pleased to welcome Cory Boatwright to the show. Cory is a Senior Advisor of Workforce Development, Strategies, and Programs for Hiring Our Heroes. Growing up in a working class home in Chico, California, Cory always knew he wanted to go to college, but coming from limited means made that a challenge. So he decided to start his career by first joining the military – a decision that sparked a lifetime passion for service and social impact work. Cory tells host Sean Li how his time in the Air Force prepared him for a successful career in business, what it felt like to fulfill his childhood dream of attending Haas, and how he's giving back to the veteran community through his work at Hiring Our Heroes. *OneHaas Alumni Podcast is a production of Haas School of Business and is produced by University FM.*Episode Quotes:On how the Air Force prepared him for a career in business“ I always knew that I wanted to be like a business person, right? And I kind of just made up this person, this fictitious person of who I wanted to be. And I took characteristics of people from books, magazines, shows, and stuff like that, of who I wanted to be as a business person. And so one of the things that I thought was like, okay, well, a business person has to be able to be a public speaker and speak in front of people…And so I was like, well, how do I do that? I don't have the skills to do that. So I joined the Air Force as a military broadcaster. I was like, I'm just gonna throw myself into this.”On his switch from the investment banking world to military programming“ There's a role that came open at LinkedIn to build out their military recruiting programs. I had zero experience as a recruiter. I wasn't a recruiter, but I was like, I'd really like to work with the military community. And so I talked to a friend of mine who owned a nonprofit… And he's like, Cory, what do you do for free? And I was like, I help vets get jobs and get into school. And he's like, you should figure out how to get paid to do that.”On fulfilling his longtime dream of attending Haas“...Immediately I was with my people and I was like, no doubt I'm coming here.  Just a huge sense of belonging. I went there and basically I was able to, between like the core courses, which every one of them really resonated with me, I loved the curriculum of the program, but also when it came to electives, I was able to build out a learning path for myself that was more geared towards buying a business than it was doing a startup.”On the work he's doing at Hiring Our Heroes“ They come into our ecosystem and we're making sure that we're getting them to the places that they need to be. For instance, if somebody has a housing issue, they don't have housing or they're about to lose their housing, or they can't pay their utility bills, like that person's gonna be really difficult to help get a job because their basic needs aren't being met at that moment. And so we make sure that they're gonna get to the right people to be able to help them fix that issue and then come back into our orbit so that we can help them connect to meaningful employment. Not just jobs, but like jobs that matter, jobs that are gonna be sustainable, jobs that are gonna have good wages and benefits and stuff like that.”Show Links:LinkedIn profileHiring Our Heroes websiteCory's book recommendation: HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own CompanySupport this podcast at — https://redcircle.com/onehaas/donations

What practical advice could leaders and managers implement right now in their organizations to increase productivity and decrease friction between disparate elements of their companies? How can managers reexamine legacy processes that have remained in place simply because they were, and reimagine them for the specific challenges of today's business environment?Donald C. Kieffer is  a lecturer at the MIT Sloan School of Management, the founder of consulting firm ShiftGear Work Design, and the author of the new book There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work.Greg and Donald discuss the concept of dynamic work design. Donald shares stories of challenges in work design across various industries, including healthcare, banking, and software. He also explains how dynamic work design focuses on understanding and improving human work by making the invisible elements of work visible, reducing inefficiencies, and promoting incremental improvements. With a bit of attention to detail and careful setup, systems and processes can be honed to better serve their businesses. Donald points to mistaken beliefs that senior managers often hold about work processes and emphasizes the importance of regulating work to maintain flow, avoiding the political dynamics that arise from inefficiencies, and managing by observing and understanding the real work, allowing organizations to work smarter and harder. *unSILOed Podcast is produced by University FM.*Episode Quotes:Injecting discovery into work09:15: If you're firefighting to run the day-to-day business, you have no time to think about the future, to even think about the strategy or think about what's happening. So, we're much more about improvement, about incremental improvement. What we are about is discovery. So the idea is that every action that you take in business, be it at whatever level, at the strategic level or the frontline level, is based on the assumptions that activity will cause an improvement. And so we run it as an experiment and say, instead of measuring the plan, we measure: did the activity actually do what you thought? And if it did, great, let's do more. If it didn't, why not? And so we inject discovery into the whole idea of doing, of human work against the target at every level.If you can't draw the work you can't fix it16:14: I have a saying I use all the time that I love, which is, if you can't draw the work, you don't understand it, and you certainly can't fix it. And it comes from... [16:46] And I think we ask leaders all the time, can you draw it? Can you show it? They can't do it. They think they do it in their head. And this is the thing—why these tools, like A3 and different problem-solving tools, work—is that when you have to write down the problem statement, or when you have to draw the work, it moves it from that pattern-matching part of your brain, where you think you know it, to the rational part of your brain, where it shows you, I'm not really sure.Why we blame people instead of the work design the work36:53: If you see a problem, you tend to blame the person who's nearest the problem, even though it could have been caused way far away, because most of the time there could have been something they did, they could have done to keep it from happening. But you know, if there are like 500 opportunities per problem to happen, one or two of them are gonna get through, even though they're not that person's fault. So I think it's just something very human in us, which is why we call this work design. This is not about people; this is about the design of the work that's usually been ad hoc.On helping people do good work57:23: People want to do good work, meaningful work. Go find the stuff that's getting in their way, even if it's stuff you've put in the way, and get out of the way. Help them. Help them with the design of work. I know it's good for business. There are stories galore in the book about how points on the board, but I'll tell you why I do it when I should be sitting on the back porch collecting Social Security and drinking beer. It's because of the look on people's faces. We can actually go to work and be productive no matter what their level is and feel like they're part of something good and doing.Show Links:Recommended Resources:Takashi TanakaRoss PerotHarley-DavidsonClayton ChristensenDaniel KahnemanFrederick Winslow TaylorJugaadSteven J. Spear PodcastWilliam S. HarleyFive WhysNUMMISeagull ManagementGuest Profile:Faculty Profile at MIT Management | Sloan SchoolShift Gear Work DesignGuest Work:There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real WorkGet Work Back on Track With Visual Management | ArticleHow to Rescue an Overloaded Organization | Article Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How does something as simple as a five-star rating system reveal subtle biases?When she's not teaching MBA and undergraduate students at Rice Business, Professor Sora Jun studies the hidden forces that shape how we see and treat one another. Her work explores how our minds process inequality and how even small design choices, like switching from stars to thumbs-up icons, can make systems fairer. Host Brian Jackson '21 sits down with Sora to discuss her research on the hidden bias of gig worker ratings, what she loves most about teaching at Rice, the findings of her latest paper and how her background has shaped her work. Episode Guide:00:00 Introduction to Sora Jun, Ph.D.00:58 Journey From Finance To Organizational Behavior02:20 Impact of Diverse Upbringing on Research05:05 Teaching Experience and Philosophy08:52 Research on Bias and Inequality17:50 Framing Inequality: Advantage vs. Disadvantage24:34 Exploring Anti-Asian Discrimination29:17 Future Research Directions30:56 Teaching Across Different Programs32:20 Final Thoughts and TakeawaysThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:How embracing insecurity helped Dr. Sora on her research23:32: It actually took me a while to really feel like I had enough legitimacy in standing and studying this in some ways, because I felt like I did not really have the real, like, Asian American experience, given that I have been in so many different circles and I'm hearing so many different stories about what it means to be Asian for different people. But I think really embracing that insecurity almost was useful because I think it just made me dig in deeper and realize that might be part of that Asian experience—feeling like there are so many different kinds of Asian experiences. I'm sure this is similar for other groups as well, but I think I've just become more appreciative of just asking people, like, what's this been like for you? I started to do more qualitative-oriented work because of this, and I think that is helping me sort of reaffirm my own, I guess, standing and studying this topic.Why the way we talk about inequality matters14:52 [Brian Jackson]: Why does framing matter so much when talking about pay gaps or wealth disparities?16:08 [Sora Jun]: So, framing of inequality matters because even though what is being talked about is logically equivalent for an advantage or disadvantage frame, people understand it to be very different. And then they focus on different, I guess, objects.On balancing the fairness of the gains of a binary system with the loss of nuance13:36 [Sora Jun]: I think that's a really tricky part. I do think it is a challenge if we were to imagine changing all these numerical rating scales to dichotomy scales. We would lose a lot of the fine-grained information. So it probably depends a lot on the context. I think from our study, what we were finding was that the ratings using a five-point scale were already quite inflated, so there was not actually a ton of fine-grained information to be had from even the five-point scale information.Show Links: TranscriptGuest Profile:Sora Jun | Rice Business

How do schools prepare for the changing landscape of both education and business with the pace of advancements in technology and specifically in artificial intelligence (AI)? What lessons were learned from the rapid shift to digital that happened during the pandemic and how can that knowledge improve the way higher education works today?Shawn Miller is the Associate Provost for Digital Learning and Strategy at Rice University. Shawn serves as the key steward of Rice's digital strategy where he leverages best practices already in place across the University and also introduces new approaches and collaborations to be scaled.Shawn and host David Mansouri discuss the transformative impact of digital learning and AI on higher education. Shawn shares his career journey, from his time at the University of Texas at El Paso (UTEP) and Duke University, through to his current role at Rice. Their conversation explores Rice's vision for digital education, the integration of AI tools in learning, and the future of teaching and learning at Rice. Shawn also highlights the challenges and ethical concerns related to AI, including the aspects of AI in education that he is more interested in than using it to just continue the way things were taught before. Shawn also lays out his view of some essential skills students need to thrive in an AI-powered world.Let us know you're listening by filling out this form. We will be sending listeners Beyond the Hedges Swag every month.Episode Guide:01:01 Shawn Miller's introduction and background06:16 The Vision for Digital Learning at Rice14:23 Impact of COVID-19 on Digital Learning19:30 Integrating AI into Education at Rice23:47 Promising AI Applications in Teaching26:19 AI's Role in Learning and Analytics28:55 Challenges and Ethical Concerns of AI33:14 Skills for an AI-Powered World35:52 Future of Teaching and Learning at Rice38:51 Rapid Fire QuestionsBeyond The Hedges is a production of Rice University and is produced by University FM.Episode Quotes:Rethinking education in the age of AI27:39: What's really most frustrating to me about the first wave of AI education tools that we got thrown at us, right, as institutions—and I'm talking even about startups—they're mostly founded on the idea that whatever we are doing now in classes and in teaching is somehow the right way to do it, right? So, it's like, how can you speed up creating better multiple-choice tests, right? Or how could you grade all these papers that you've got to grade, right? Well, maybe the outcome for that class isn't that you should write a paper in the first place, right? But now is our chance to ask that. And I know this is frustrating for faculty…[28:61] But it's a good opportunity for us to, but then it's been frustrating to have all these edtech ventures come out where it's like, “But AI could make all the things better!” And it's like, yeah, but you're talking about making traditional education faster, cheaper, more productive. You're not talking about helping people learn better.What's a better question for AI in education11:16: Maybe the answer for AI is not what can you have the AI do that you used to do, as much as what can I do even more of or even better. And I think that's a good mindset for us to be in, in education.The pandemic digital experience15:34: I think you have two things that people tend to say about the pandemic digital learning experience. One is that it was horrible, and they'd never want to do it again. Then, for those who knew about online learning or had done it before the pandemic, they'll say, “Well, that's because no one did it right,” quote unquote. And I think we can honor both of those viewpoints. But I'd also say that we learned a few things, right? One thing is most faculty learned how to use the LMS and Zoom. And if you think back pre-COVID, how many people could launch a webinar or call a virtual meeting, right? And how many staff did it take to set up a global web conference? It was incredibly expensive. It took a lot of time. You had to schedule it, and now people just trigger these things, right? I think the second thing we learned is that hybrid work can definitely work. And I've gone on record a few times saying that the future of work maybe parallels the future of hybrid and online learning.Show Links:Rice Digital Learning and StrategyRice AlumniAssociation of Rice Alumni | FacebookRice Alumni (@ricealumni) | X (Twitter)Association of Rice Alumni (@ricealumni) | Instagram Host Profiles:David Mansouri | LinkedInDavid Mansouri '07 | Alumni | Rice UniversityDavid Mansouri (@davemansouri) | XDavid Mansouri | TNScoreGuest Profiles:Shawn Miller | Faculty ProfileShawn Miller | LinkedIn ProfileShawn Miller | Social Profile on X

Historically, the U.S. has had a habit of overestimating the capabilities of its enemies. Why? Is this an intentional security strategy? Or does the U.S. need to change the way it gathers enemy intelligence? Former National Security Advisor H.R. McMaster gives hosts and finance professors Jonathan Berk and Jules van Binsbergen a crash course on military intelligence and national security advising. The conversation covers why the overestimation of enemies happens, including historical examples of misjudgments, the role of proxies in modern conflicts, strategic considerations involving major powers like China, and the threat of information warfare.   Find All Else Equal on the web: https://lauder.wharton.upenn.edu/allelse/All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What if you could find a strategy for gaming the systems all around to work more in your favor? If you did, then things like coveted restaurant reservations, scarce concert tickets, landing the dream job, or even admission to top colleges could become much more in reach. Judd Kessler is a professor of business economics and public policy at the Wharton School and the author of Lucky by Design: The Hidden Economics You Need to Get More of What You Want. The book acts as a guide for not only participants in the everyday markets that shape our lives, but also the designers of those markets. Judd and Greg discuss the hidden markets that dictate restaurant reservations, concert tickets, college admissions, and even dating. They explore different market design strategies like allocation mechanisms, centralized clearinghouses, and signaling.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why some markets don't play by price rules03:51: So many of the markets that we play in do not resolve themselves with the price rising. Either the price stays low because the seller wants it that way, and there's going to be excess demand—more people that want the thing than there are units available at that price—or we have decided as a society that we're not going to use prices to do the allocations, that it would be fundamentally unfair, or it would be fundamentally inefficient because we don't think your willingness to pay truly captures how much you value it.How market participants get ahead by knowing the rules01:33: When you are a market participant, you can do better by understanding the market rules and thinking about how to play in them.The three E's of a good market13:59: A good market will achieve the three E's: efficiency, equity, and being easy for market participants. And so what you've just tapped into is efficiency. And that's what makes this subfield of economics interesting, that there is no mechanism that satisfies all three of those perfectly all the time.Show Links:Recommended Resources:LabubuBetter Online Tickets Sales ActAlvin E. RothNational Resident Matching ProgramAmerican Economic AssociationDonald Mackenzie | unSILOedGuest Profile:Faculty Profile at Wharton School of BusinessProfessional WebsiteLinkedIn ProfileX Profile Guest Work:Lucky by Design: The Hidden Economics You Need to Get More of What You Want Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What strange thing happens when a neuron is left alone? Are there ways to moderate stress and anxiety, and even channel them into productive and helpful signals there to assist you in making good decisions? How can you develop initiative, and what has to change in today's education landscape to accomplish this? Angus Fletcher is a Professor of Story Science at Project Narrative of Ohio State University. He also teaches screenwriting and is a screenwriter, as well as the author of several books including Primal Intelligence: You Are Smarter Than You Know, Storythinking: The New Science of Narrative Intelligence, and Wonderworks: The 25 Most Powerful Inventions in the History of Literature.Greg and Angus discuss the intersection of story science and philosophy, emphasizing the importance of mythos and narrative thinking as opposed to logos, the purely logical, data-driven approaches in areas like decision-making and leadership. Angus outlines how neurophysiology and the brain's natural restlessness contribute to human intelligence and explores the practical applications of narrative cognition in fields ranging from military operations to education and business. He highlights the role of literature in developing imagination, perspective, and emotional intelligence, arguing for its integration into educational systems and other training programs to cultivate better leaders, thinkers, and problem-solvers.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why fear and anger are the two most powerful emotions41:50: I worked a long time with operators on this, and we particularly worked on fear and anger because those are our two most powerful emotions. Those are our fight-or-flight responses. Fear is flight, and anger is fight. And you know what is going on there? Well, what is going on there is your brain has a bias to action. Your brain always wants to be doing something. The moment that your brain is sitting still, it feels extremely vulnerable, so it always wants to have a plan. And when your brain experiences a severe threat and it realizes this threat is so new, so different, that it does not have a plan that it has confidence in, it does not know what to do here—that is when your brain starts to feel scared. That is when you feel fear. So the question is, why is fear the emotion that your brain evolved? Why did it not evolve some other emotion, like curiosity or whatever? And the answer is just because fear makes you incredibly susceptible to outside influence. The more scared you are, the smarter other people's suggestions sound.Emotion is the smartest thing in your brain41:06: Emotion is the smartest thing in your brain. If you're not using your emotions, you're severely limiting your intelligence. And the reason that we know emotion is the smartest thing in the brain is it's the oldest form of intelligence in the brain, so it's been keeping you alive for hundreds of millions of years.Stories help us imagine alternatives13:11: When you tell someone a story effectively, it allows them to imagine themselves in that position. And then what they do in that position is they imagine, what could I do? And when that's done effectively, what it allows them to do is imagine alternatives—not just alternatives from what they themselves are doing in their own lives, but alternatives to what the individuals did in that situation.Why modern life produces so much anxiety46:21: Why is it that so many people are experiencing over-anxiety in our modern world? Well, the first thing is that too many people spend their time inside these artificially stable environments where they're just not used to anything being unstable. If you spend all your time in the suburbs, and bananas are always there, even in the middle of the winter when you go to the supermarket and the whatnot, you know, then you're not ever coping or having to engage with even a mild amount of instability or volatility. So the moment you encounter any of it, you immediately freak out and think that something must be wrong.Show Links:Recommended Resources:MythosLogosDaniel KahnemanDual Process TheoryI. A. RichardsWilliam ShakespeareCase StudySteve JobsMike TysonRonald CraneNew CriticismPostmodernismPost-StructuralismSchadenfreudeThe Chicago SchoolAeschylusSophoclesFight-or-Flight ResponseGuest Profile:Faculty Profile at Ohio State UniversityProject Narrative Profile | Ohio State UniversityAngusFletcher.co | WebsiteAngus Fletcher | Wikipedia PageProfile on LinkedInSocial Profile on InstagramGuest Work:Amazon Author PagePrimal Intelligence: You Are Smarter Than You KnowNarrative Creativity: An Introduction to How and Why (Elements in Creativity and Imagination)Storythinking: The New Science of Narrative Intelligence (No Limits)Wonderworks: The 25 Most Powerful Inventions in the History of LiteratureCreative Thinking: A Field Guide to Building Your Strategic CoreComic Democracies: From Ancient Athens to the American RepublicScreenwriting 101: Mastering the Art of StoryEvolving Hamlet: Seventeenth-Century English Tragedy and the Ethics of Natural SelectionAngus Fletcher | IMDB Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How has rational choice theory come to dominate both our understanding of the world and our view of good judgment, and why is that a problem? What are the benefits of remembering to zoom in and out to get a better picture of problems and solutions? Why do we prefer reducing things to numbers even if that abstracts useful levels of data?Barry Schwartz is a professor Emeritus at Swarthmore College and the prolific author of many books. His latest titles include Choose Wisely: Rationality, Ethics, and the Art of Decision-Making and Wisdom: How to Discover Your Path in Work and Life.Greg and Barry discuss the limitations of rational choice theory, the importance of practical wisdom, and the role of judgment in making decisions. They also touch on the broader implications of rational choice theory across various fields, the history of economic and social science paradigms, and the necessity of incorporating ethical considerations into people's decision-making. *unSILOed Podcast is produced by University FM.*Episode Quotes:The way we think about the world changes the world10:47: The argument in the book [Choose Wisely] was, the way we think about the world changes the world. And it is true that the way we think about the world changes the world, but it changes the world materially. It does not just change the world because of the ideas we have running around in our heads; it changes the material world. Yeah. The factory did not exist, and then it did. And as a result, what it meant to work changed. That was not in our heads. That was, you know, a structure that was out in the world that made demands on the people who walked in the door every day. So it was not idealism. The argument was that ideas change not just how people think, but what kinds of things people are able to do. And I think the same thing is true with rational choice theory, though it is a bit more abstract. You know, you cannot do a rational choice analysis without being able to quantify.Why we can't game the way to design incentives14:16: People somehow think that there is a bulletproof way to design incentives, so that they will not distort why they gave us the incentives they are designed to encourage. And, the bad news is there is no such thing, and there is no system that cannot be gamed.How economics changes the way we think07:22: There is a general, more general problem in social science, which is that, unlike planets, people are affected by claims that are made about what they are like. And so, the more we read social science, and the more economics, the king of the social sciences, dominates the news, the more inclined we are to think like and act like economists. So, does this tell us that the economists have discovered something? No. I mean, maybe. But it is just as likely that what economists have done is create something. They have created a way of approaching decisions and value assessment and so on that is consistent with their framework and changed people as a result.What we miss when we measure everything42:15: Rational choice theory is not neutral about what stays in the frame and what goes outside it. Things that go outside the frame are the ones that are most difficult to quantify using the same scale that you are using for everything else. And so, in the case of the price of a pound of beef, you could add the amount of money that our taxes contribute to subsidies. You could factor in the costs of the fertilizers that enable the corn to grow enough so that the cows can get fattened up. How do you quantify exactly the cost to human health? You can do it. How many more dollars do we pay per year because of antibiotic-resistant bacteria? But does that capture the cost in health? No. It only captures the dollar cost in health.Show Links:Recommended Resources:Rational Choice ModelDaniel KahnemanReinforcement LearningB. F. SkinnerReflexivity (Social Theory)Karl PopperGeorge SorosGoodhart's lawThe Omnivore's DilemmaAnnie DukePhronesisTelosSwarthmore CollegeAdnan KhashoggiGuest Profile:Wikipedia PageFaculty Profile at Swarthmore CollegeProfile at The Decision LabSocial Profile on XGuest Work:Amazon Author PageChoose Wisely: Rationality, Ethics, and the Art of Decision-MakingWhy We Work (TED Books)Wisdom: How to Discover Your Path in Work and LifeBrilliant: The Art and Science of Making Better DecisionsThe Paradox of Choice: Why More Is Less, Revised EditionPractical Wisdom: The Right Way to Do the Right ThingAre We Happy Yet? Happiness in an Age of Abundance (Cato Unbound)The Paradox of Choice: Why More Is LessThe Costs of LivingThe Battle for Human Nature: Science, Morality and Modern LifeRelated unSILOed episodes:Barry Schwartz - Why We Work: Breaking Down the Psychological and Economic Factors of a Great WorkplaceDonald MacKenzie - Trading at Light Speed: The Impact of Ultra-Fast Algorithms on Financial Markets Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

For organizations that are tempted to throw out the classic organizational management handbook in favor of a structure with no managers – think again. Nicolai J. Foss is a professor of strategy at Copenhagen Business School and the co-author of Why Managers Matter: The Perils of the Bossless Company. The book pushes back on the notion that the key to breakthrough success for organizations is through flat, leaderless structures akin to today's trendy startups, and makes the case for why companies need hierarchies to function. Nicolai and Greg discuss the feasibility and realities of operating without traditional hierarchies, why these models often rely heavily on exceptional founders and are not suited for all business types, and the essential roles managers play in coordination, cooperation, and maintaining effective workflows, especially during times of crisis. *unSILOed Podcast is produced by University FM.*Episode Quotes:We still need managers41:33 [Managers] They're doing a lot of good stuff. They are coordinating, and they are cooperating at the most abstract level. I mean, activities need to be coordinated in the sense of, we have to figure out what those activities should be, how they should change in response to outside disturbances. Activities have to be linked. Activities have to be rethought. And once we have figured all that out, which is, of course, an ongoing struggle, then people have to be motivated to cooperate inside those, and actually carry out those activities in the best possible way and in a dynamic reality. This is a never-ending quest.No human system run itself11:44: No human system works itself or runs itself. It has to be supported, maintained. There has to be support, scaffolding, or whatever you want to call it. Same goes for firms—and perhaps all different ones.Organization is about coordinated cooperation02:40: At the end of the day, organization is about coordinated cooperation, and the right question to ask is, what exactly is the role of managers in bringing about coordinated cooperation?Boselessness is not for every company20:43: [Bosslessness] It works for some companies, typically those that have a more modular kind of underlying technology, where there is no high need for mutual adaptation between units or activities or processes. But it works much less well for a traditional industrial company.Show Links:Recommended Resources:Organizational theoryPrincipal–agent problemFirst, Let's Fire All the Managers by Gary HamelJensen HuangElon Musk by Walter IsaacsonCan you run a company as a perfect free market? Inside Disco Corp Morningstar, Inc.Humanocracy: Creating Organizations as Amazing as the People Inside Them by Gary Hamel and Michele ZaniniValve CorporationThe Man in the Gray Flannel Suit (film)Guest Profile:Faculty Profile at Copenhagen Business SchoolProfessional Profile on LinkedInGuest Work:Why Managers Matter: The Perils of the Bossless Company Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

One year ago, the Virani family made a historic gift to Rice Business, establishing the Virani Undergraduate School of Business. To mark the occasion, Owl Have You Know welcomes Farid Virani — entrepreneur, philanthropist and proud Rice University parent.In 1999, Farid founded Prime Communications with a single storefront in Houston's Baybrook Mall. Today, Prime Communications is the largest AT&T authorized retailer in North America, with more than 2,500 locations across the U.S., Canada, and Mexico. Along the way, Farid has relied on three guiding principles — "stay humble, hungry and scrappy" — which continue to shape his approach to business and life.He joins host Maya Pomroy '22 to share his entrepreneurial journey, the Virani family's commitment to education and community, and the vision behind the Virani Undergraduate School of Business — a school designed to empower the next generation of ethical, curious, and compassionate business leaders.Episode Guide:00:15 Meet Farid Virani: Entrepreneur and Philanthropist04:26 Building a Business Empire05:58 Philanthropy and Community Investment07:39 The Virani Undergraduate School of Business11:24 Leadership and Business Education17:32 The Faris Foundation: A Legacy of Giving20:25 Advice for Aspiring EntrepreneursThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:How being agile can separate you from other business leaders14:13: So, everything is moving very fast. For the next generation of entrepreneurs, the business leaders not only have to build businesses and solve problems in society, but they have to be agile. They have to be fast. They have to embrace technology. That's a lot of stuff that is coming their way. They have to find their own North Star as to what they're going to do, and how you do it, I think, will depend on individuals—on their passion, on what they find exciting, what excites them. But more than that, to me, it will require a mixture of basic business fundamentals—doing the right things, building things, having great teams around—but embracing technology, not running away from it. Embracing change, not running away from it. I think that will separate successful entrepreneurs and businesses.What Farid hopes for the Virani School15:48: So, my hope is that the Virani School at Rice becomes a top 10 school in the country. Top 5. You said it. That is what we strive—I think Peter and the leadership will strive to do that. But more than that, for me, is that it becomes an institution—the Virani School—that develops the future leaders for the country. Now, whether they are in business, in entrepreneurship, whether it is in the political arena, or whether it is in any industry, so long as it develops leaders that give back to the community and give back to society, and give back to the country, then we will all benefit.Stay humble, hungry and scrappy21:02: Be curious, because you just do not know what life has in store for you. I mean, I think for me, being curious and asking questions about things has served me well, and obviously, be grateful that you are part of an amazing institution like Rice—even more special, the Virani School. But then, you know, stay humble, stay scrappy, and stay hungry, and that pretty much has served me well. And it is simple, you can remember it, and it is nothing fancy.Show Links: TranscriptThe Virani Undergraduate School of Business announcementGuest Profile:Farid Virani | Rice Business

As the 2025 municipal elections approach, the New York City mayoral race has garnered national buzz, with one issue particularly capturing attention: rent control. On this episode, hosts and finance professors Jonathan Berk and Jules van Binsbergen explore and unpack the best possible reasons for rent control, and why oftentimes – those reasons still come up short. They contextualize their discussion with historical examples from Chicago and San Francisco, analyze the arguments for rent control, and explain how despite rent control's aim to bring more balance to the tenant-landlord dynamic, its negative repercussions on housing supply might outweigh the benefits. Find All Else Equal on the web: https://lauder.wharton.upenn.edu/allelse/All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How have politics changed from the  Bill Clinton era to that of  Donald Trump? How have identity politics diverted attention from economic issues, and how have the educated elites derailed activism?Fredrik deBoer is the author of both fiction and nonfiction works, including The Mind Reels, The Cult of Smart: How Our Broken Education System Perpetuates Social Injustice, and How Elites Ate the Social Justice Movement.Greg and Fredrik discuss the American political left and why the left-right dichotomy fails to tell the complete story.  Fredrik provides a critical examination of the internal divisions within the political left, identity politics, and the impact of social media on political engagement. He argues that the left's preoccupation with symbolic issues often undermines its ability to build broad-based coalitions, and suggests a return to class-first politics as a more effective strategy. They also touch on the role of nonprofits, the evolution of meritocracy in education, and the challenges of achieving genuine economic and social justice.*unSILOed Podcast is produced by University FM.*Episode Quotes:How social media turned politics into identity performance45:28: What makes all of this particularly more pernicious in the 21st century is, it's not just now your immediate peer group of people you see face-to-face. You've got to answer to a couple thousand people on social media who know your name and who know where you work, and who will yell at you if you have the, quote-unquote, wrong position. Right? And this is a thing that has happened all over the world of the left, which is, cultural issues began to be foregrounded above economic issues to an extreme extent. There was a development of a very narrow sort of list of approved opinions that you could hold on cultural and social issues. They came to be seen as sort of outside of the realm of politics, and without anyone actually intending for it to happen, what the sort of default young Democrat in politics was shifted over time in an extreme identitarian direction.When politics becomes a team sport, everyone loses nuance29:18: I think we are just training generations of young people who do not understand politics as anything other than a sort of blood sport, organized around a very simplistic binary.The heart of politics is empathy, not ideology07:23: I have a very long list of disagreements with Bill Clinton, but he was a political genius, and everyone knows, his signature phrase is, I feel your pain. And to me, that's the heart of politics. It's saying, I understand that you need something, and I'm here for you. In that sense, the identity politics on the left in the last 15 years has been about telling large groups of people that they do not have real problems, right? So, if you go show up to a university campus and you start to talk about some of the problems that afflict, for example, the white working class, you'll be told quite directly, oh, to center the white working class, right, is to privilege racism and blah, blah, blah, blah, blah, blah, right? It's saying directly to these people, your problems are not real problems. And so, like, that's the perfect example of where you are sacrificing potential allies for a benefit that I just do not even understand.Show Links:Recommended Resources:SocialismMarxismProgressivismSingle-Payer HealthcareBill ClintonDonald TrumpAdolph L. Reed Jr.Paul IngrassiaOccupy Wall StreetIron Law of OligarchyRobert ReichBarack ObamaGuest Profile:FredrikdeBoer.comWikipedia ProfileFredrik deBoer SubstackGuest Work:Amazon Author PageThe Mind ReelsThe Cult of Smart: How Our Broken Education System Perpetuates Social InjusticeHow Elites Ate the Social Justice MovementRelated UnSILOed episodes:Michael Spence - A Deep Dive into Signaling and Market Dynamics Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this episode of the OneHaas Alumni Podcast, meet Bryce Gilleland, a general partner at the Cal Innovation Fund, who is helping tomorrow's most-innovative founders change the world. Bryce, a Californian through-and-through, grew up in Irvine before moving to San Francisco to begin his career at Pacific Gas and Electric. After many successful years in the energy sector, he hit a ceiling and saw the MBA program at Haas as a pathway forward. But what began as a practical step in his career turned into so much more. Bryce joins host Sean Li to discuss his journey from PG&E to venture capital and how coaching others and a personal growth mindset is at the core of everything Bryce does. *OneHaas Alumni Podcast is a production of Haas School of Business and is produced by University FM.*Episode Quotes:On what led him to Haas and his drive to get an MBA“The beautiful part of the whole thing was like after going to Haas, it really opened up my eyes. You know, I saw a bunch of other students with a bunch of other jobs. I saw a bunch of people starting their own businesses and it really expands your mind going there and just talking to your fellow students and hearing some really inspirational professors and, you know, the chancellor now, Chancellor Lyons, he was the dean of Haas right when I joined, and he was super inspirational. So even at the welcome dinner, he was like, I want my students to learn all this stuff, but I really want them to learn: ‘They do that, we do that.' And that line stuck with me so much where it's like, oh, okay, yeah, I don't have to just simply revere or wonder why other people did it. I could actually go leap in and try to do it myself.”On his decision to take a semester off and travel the world“ There was like a need to go do it and find more of myself, like shed the layers. So it was really, really cool that – you know, I'm forever thankful for Berkeley for many things. But one of them was that they were like, yeah, we have a method for this. We'll make it work. And they gave me that chance to do that.”How he ended up with the Cal Innovation Fund“ When this presented itself, I just dove in and was like, okay, I gotta have some ability to coach and impact leaders because that's what I feel like is kind of in my soul, almost, or my spirit is aligned towards that. And then I wanna be able to make an impact in the world. And, you know, the Cal fund aligns with that. Totally.”What opportunities the Cal Innovation Fund looks for“We try to invest in startups that are gonna make a greener, healthier, more sustainable world. So it's kind of a value-based fund. And then the fund donates 50% of the GP profits (so the company profits, not the investors') back to the school. And so it just feels very aligned in that we're trying to support the Berkeley ecosystem, really all the UCs, but most founders are outta Berkeley, and trying to make the world a better place in the process. And then trying to give back to that system and create the flywheel of innovation for that.”Show Links:LinkedIn ProfileSupport this podcast at — https://redcircle.com/onehaas/donations

How will AI change the size, shape, and structure of companies? Where will we see new leverage points in the AI economy? How does AI mobe beyond task automation and into coordination of tasks? How does a manager keep from becoming just a cog in a system of automations?Sangeet Paul Choudary is a senior fellow at UC Berkeley, a consultant, and the author and co-author of several books. His latest work is titled, Reshuffle: Who Wins When AI Restacks the Knowledge Economy.Greg and Sangeet discuss Sangeet's latest book, as well as the work he co-authored, Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You. Sangeet emphasizes how AI's transformative impacts extend beyond automating tasks to fundamentally altering industry structures, competitive advantages, and corporate strategies. The conversation also covers even broader implications of continued AI adoption like modularity in business, the shifting roles in professional services, and the creation of new economic control points. They provide a comprehensive look at how businesses can realign their strategies around AI as an engine driving innovation and competitive advantage for the future.*unSILOed Podcast is produced by University FM.*Episode Quotes:AI as a tool vs. AI as an engine22:28: The idea of using AI as a tool versus AI as an engine is that a tool is typically something that you bolt onto your existing workflows—pick a tool from the toolbox, and it helps you speed up a task, perform it faster, better, cheaper. But if you're really using an engine, you're constantly thinking about how to redesign your entire workflow and your entire organization, your business model, around the capabilities of the engine.Bridging the gap in AI through storytelling and narrative54:19: Storytelling and narrative, in general, are such important skills today because we are in an age where we are information-rich but attention-poor. And the way to harness that attention is to have compelling storytelling and narratives that bridge that gap.How is the basis of competition shifting?29:09: The impact of AI does not play out only at the level of tasks—tasks that are inside workflows. So workflows get transformed. Workflows are organized through organizational mechanisms, so new organizational systems will have to come into place. And organizations, essentially, compete in an ecosystem. They help firms compete in an ecosystem. And so the starting point would be to ask ourselves—with AI coming in and with other forces at play—how is the basis of competition shifting? What was the basis on which firms previously competed? What was our basis of differentiation and competition? And does that change? Do some of those assumptions no longer hold true? And on that basis, if we can lay out some clear hypotheses and heuristics on what's changing in terms of the basis of competition, what does that mean in terms of the capabilities we need to have in place?...All of those need to come into question and need to be evaluated.Show Links:Recommended Resources:WalmartSheinPlatform EconomyLarge Language ModelTikTokSocial GraphThe Open Graph protocolErik BrynjolfssonGeneral ElectricPerplexity AIOpenAIBest BuyAmazon AlexaGuest Profile:Profile on Platform Thinking LabsProfile on LinkedInProfile on WikipediaSocial Profile on XGuest Work:Amazon Author PageReshuffle: Who Wins When AI Restacks the Knowledge EconomyThe Fast Future Blur: Discover Transformative Interconnections Shaping the FuturePlatform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for YouPlatform Scale: How an emerging business model helps startups build large empires with minimum investmentMediumSubstackRelated unSILOed Episodes:Geoff Parker | Will Every Business Become a Platform Business?Marc Levinson | How the Container Changed the World Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How does code, like language, shape the way we see the world? How can we rediscover enchantment in our technology?? How can we determine the half-life of knowledge as we continue to learn and discover new things?Samuel Arbesman is a scientist in residence at Lux Capital, a fellow at Case Western School of Management, and the author of three books, The Magic of Code: How Digital Language Created and Connects Our World—and Shapes Our Future, Overcomplicated: Technology at the Limits of Comprehension, and The Half-Life of Facts: Why Everything We Know Has an Expiration Date.Greg and Samuel discuss Samuel's newest book, The Magic of Code, and how programming languages have evolved and continue to evolve over time. Samuel explores society's enchantment and disenchantment with technology, the evolution of programming languages, the intersection of computer science and humanities, and the ongoing shift towards more democratized software creation. They also go over Samuel's  earlier works, highlighting the temporary nature of facts and the continual necessity for adaptive learning in a rapidly evolving world.*unSILOed Podcast is produced by University FM.*Episode Quotes:Reenchanting technology through humanities 03:24: I think the larger perspective of the book [The Magic of Code] is to also recognize that, in addition to this wonder and delight, also recognizing that when we think about computing competition, it doesn't need to just be this branch of engineering or this thing of computer science. It really is this almost humanistic liberal art that, when you think about it properly, should connect to language and philosophy and biology and art and how we think and the nature of reality and all these different kinds of things. And for me, those are the windows and the lenses that allow us to actually kind of re-enchant, not even just computing, but in turn many aspects of our own lives, and hopefully can repair at least a little bit of that kind of broken relationship.On the magic of code06:31:  We actually have this weird information stuff that can actually work in the real world. That's amazing. And we should pause at least and say, wow, that really is incredible.Why democratizing software is powerful26:56: This idea of being able to democratize software creation is incredibly powerful. And actually, in going back to the analogy with magic, I mean, yes, in many of the tales of magic, it did require a great deal of effort. You had to apprentice, or you had to, I don't know, go to Hogwarts for seven years or whatever it is. But there also were stories of magic for everyone; there were spells that could be used by people if they, like in the Middle Ages, had lost their cattle and needed to recover it. And I think we need that same kind of thing in the software realm as well, which is, we need spells and code that can be used by everyone. And now, with this ability, it's unbelievable to see.Ideas are always in draft form53:41: A professor of mine, when I was in graduate school, told me this story. This was already after I had left grad school. He was telling me this story that he was teaching some course, came in on Tuesday, and gave a lecture on some topic. Then, the next day, he read a paper that invalidated the lecture he had given the day before. So he went in on Thursday and said, “Remember what I taught you on Tuesday? It's wrong. And if that bothers you, you need to get out of science.” And I think that kind of idea—that science, or what we know, is constantly in draft form—is a very powerful idea.Show Links:Recommended Resources:Max WeberDuneiPhone (1st generation)ChatGPTH. P. LovecraftFantasiaGuido van RossumLarry WallSapir–Whorf HypothesisList of Programming LanguagesBrainfuckFortranPerlVibe CodingRobin SloanVIC-20Pierre-Simon LaplaceVannevar BushDon R. SwansonLuis Walter AlvarezMarc BenioffThe Unaccountability MachineIsaac AsimovGuest Profile:Arbesman.netProfessional Profile for  LuxCapitaLinkedIn AccountSocial Profile on XGuest Work:Amazon Author PageThe Magic of Code: How Digital Language Created and Connects Our World—and Shapes Our FutureOvercomplicated: Technology at the Limits of ComprehensionThe Half-Life of Facts: Why Everything We Know Has an Expiration DateWired ArticlesSubstack - Cabinet of Wonders Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Is it time to overhaul the way we study and teach ancient history? Are we limiting our ability to understand fully how the past informs the present in ways like inequality if we keep these disciplines siloed?Walter Scheidel is a professor of humanities, classics, and history at Stanford University. He's the author of more than a dozen books, including What Is Ancient History? and The Great Leveler: Violence and the History of Inequality from the Stone Age to the Twenty-First Century.Walter and Greg discuss methodological divides between departments studying ancient history, the relevance of the Classics today, and the case for a new discipline on “foundational history.” They also explore the origins of inequality and how war, plagues, and technological advancements are the primary drivers for equality shifts. *unSILOed Podcast is produced by University FM.*Episode Quotes:How ancient innovations still shape the modern world13:37: People face similar challenges, and they should be studied accordingly. And we should try to understand how people, at the time of many thousands of years ago, put all kinds of innovations in place and bundled them together in very specific ways that really create our world—in terms of material culture, in terms of social arrangements, institutions, cognitive frameworks, if you will. Writing and literature and world religions and other belief systems, and so on, are still very much with us. They really shape everything that we do today. So the world we inhabit today is like a supercharged version of what people set up in this formative period. But they did it all over the place.Why ancient studies need a paradigm shift10:08: Unless there is some major paradigm shift or some major other shock to the system, there's really no sufficient force to reconfigure the way we approach the study of the ancient world.Redefining ancient history beyond Greece and Rome03:03: If you're a historian, you may want to ask, well, why isn't ancient history, like Roman history, part of our history patterns more generally? And to go beyond that, what do we mean mostly by Greece and Rome when we say ancient history? I think we mean two things when we evoke ancient history. One is Greeks and Romans, maybe Egyptians and Nas if you're lucky, but not, you know, Maya or early China and that sort of thing. Or, more commonly, you refer to something you think is irrelevant and obsolete. You say that's ancient history whenever you want to dismiss something—it's like, that's ancient history. So my book is about both of these meanings and why neither one of them really does any justice to the subject matter and to what our understanding should be of this particular part of history. I want to redefine it as a truly transformative, foundational phase—not so much a period, but a phase of human development that unfolded on a planetary scale and needs to be studied accordingly.Show Links:Recommended Resources:Gini coefficientBranko MilanovićKuznets curveGuest Profile:Faculty Profile at Stanford UniversityProfessional WebsiteProfessional Profile on XGuest Work:What Is Ancient History?The Great Leveler: Violence and the History of Inequality from the Stone Age to the Twenty-First Century Escape from Rome: The Failure of Empire and the Road to Prosperity (The Princeton Economic History of the Western World)Part of: The Princeton Economic History of the Western World (55 books)The Cambridge Companion to the Roman Economy (Cambridge Companions to the Ancient World)Part of: Cambridge Companions to the Ancient Athens (17 books) The Cambridge Economic History of the Greco-Roman World by Walter Scheidel, Ian Morris, et al.The Dynamics of Ancient Empires: State Power from Assyria to Byzantium (Oxford Studies in Early Empires) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

For Marian Villegas '23, art can be found in everything — even petroleum engineering. Raised in Tabasco, Mexico, Marian grew up inspired by her father's work in oil and gas and her own lifelong love of painting. That dual passion led her to a career in petroleum engineering — and eventually to Rice Business, where her MBA helped her grow in both her role as a senior asset manager at EDP Renewables North America and as the founder of her art studio, Mablueart.In this episode, Marian joins co-host Maya Pomroy '22 to share how she's built a career that bridges energy and art, the lessons she's carried from Tabasco to Houston, and why creativity continues to guide everything she does.Episode Guide:01:38 Growing up in Tabasco04:37 Pursuing a Career in Petroleum Engineering09:51 Transition to the United States and Career Growth14:05 Discovering and Nurturing a Passion for Art18:57 Exploring Graduate School and MBA Programs23:43 Starting Mablueart26:15 Incorporating Unique Elements Into Art33:12 Future Goals and Teaching at RiceThe Owl Have You Know Podcast is a production of Rice Business and is produced by University FM.Episode Quotes:Seeing petroleum engineering as an art[6:13]: So I wanted to have a good understanding of that [petroleum engineering] from a guy who was leading an entire organization. So I went there. He was extremely nice. He saw me, he's a very sharp guy. And then the minute he saw me, he was like, “Okay, Marian, I guess those are all your questions. I'm going to just talk about petroleum engineering. You don't need to tell me questions. I will just tell you my story.” And after an hour and a half — not 15 minutes — an hour and a half, of this amazing story, I fell in love with that, the idea of being a petroleum engineer. He'd talk about, “This is art.” You know, the words, the way he was explaining that to me, like a story… for me that was a: Yes, I want something that I can feel that passionate about. For me, it's also art in a way.From oil and gas roots to pursuing art[3:59]: I grew up in this beautiful town. It's a very small town, Tabasco (Villahermosa), but it is all about oil and gas. Everybody, every single thing, is about oil and gas. So I always loved art in a way — always reading art, always painting. I have been painting my whole life in different aspects, but I never thought about that as another source of income, in a way, as a business.When art as therapy becomes a business[17:06]: Until today, it [creating art] used to be my therapy, in a way. I would work the entire week, and during the weekends I would paint full-time. And for me, that was my escape. Today it's also business. I have deliverables, I have people waiting. And my biggest fear was that, at some point, I would just stop enjoying this part of the art world because I needed to deliver. So that's why I guess it took me so long to decide to make it big, as I did not want to see this as another job. I wanted to keep painting and seeing this as my therapy, and art is always, for me, the answer. But, I did'nt want that to take away that creativity from me.Show Links: Mablueart.comThe Art of Networking with Marian Villegas – Nov. 1, 2025 at Rice UniversityTranscriptGuest Profile:Marian Villegas | LinkedIn

When it comes to the concept of The West, its scope and principles have been criticized both contemporarily and historically. How did the West emerge as a coherent concept, and what has it meant over time?Georgios Varouxakis is a Professor in the History of Political Thought at Queen Mary University of London, where he is also the Co-director of the Centre for the Study of the History of Political Thought. He is also the author of several books, and his newest book is titled The West: The History of an Idea.Greg and Georgios discuss Giorgios's new book, 'The West: The History of an Idea,' and explore the origins, evolution, and various interpretations of the concept of 'the West.' Their conversation covers some popular misconceptions about the West, reasons behind its historical development, and the roles nations like Greece, Russia, and Ukraine have played in shaping the West's identity. Giorgios emphasizes how the West has been a flexible and evolving idea, open to new members and continuously redefined through history. *unSILOed Podcast is produced by University FM.*Episode Quotes:The two myths of the West's origins03:06: The popular conceptions are that the West must have always existed. People take for granted that at least since the ancient Greeks, there is a West that has resisted the invasion of Asia through the Persian Empire and that in the Battle of Marathon, the West defined itself and defeated. A projection of things that people later imagined. In this sense, ancient Greeks saw themselves as Greeks. They did not see themselves as West or Europe or anything else. The other end of the spectrum is that the West must have begun with a Cold War, that surely the West is a creation of the post–First World War situation where the United States leads a group of peoples versus the Soviet Union, and that is the West. These are the two popular extremes. Popular conceptions that I consider, the two ends of the spectrum.The West as an open-ended idea17:14: The West had inherent from its inception an open-endedness that was not based on just ethnic descent or just religion.Richard Wright: The gadfly of the West37:14: [Richard Wright] says, "I'm Western, but I now realize I'm more Western than the West. I'm more advanced than the West. I believe in the Western principles and values, and constitutional and political and other philosophical ideas. I was taught, I believe in freedom of speech, separation of, and the of. These are not necessarily practiced much of the time by Western governments and elites. So he becomes literally like Socrates was the gadfly of Athenian democracy. Richard Wright becomes the gadfly of the West, saying, 'I'm criticizing you because you're not doing the Western thing. You're not Western enough.' Literally, he says, 'The West is not Western enough.'"Why the West should be improved, not abolished47:48: My argument is peoples and their leaderships make decisions, and they may change allegiances. They may adopt institutions, alliances, and cultural references that their ancestors did not have a century or two ago, come from a country that. An experiment in that these experiments may change. You know, things may change, but I do not think anytime soon Greece will join some Eastern or whatever alliance. So to the extent that what anyone can predict, the attractiveness of the West is exactly this combination of, and an entity. As we keep saying, it should be criticized and improved. So it is not abolishing the West that I would recommend, it is improving the West and making the West live up to more of its aspirations and principles.Show Links:Recommended Resources:John Stuart MillAuguste ComteOttoman EmpirePeter the GreatCatherine the GreatGeorg Wilhelm Friedrich HegelAhmed RızaOliver GoldsmithJean-Jacques RousseauGermaine de StaëlThomas MannFrancis LieberDonald TrumpSteve BannonOswald SpenglerWestern CivilizationWalter LippmannW. E. B. Du BoisRichard WrightFrancis FukuyamaGuest Profile:Faculty Profile at Queen Mary University of LondonLinkedIn ProfileGuest Work:Amazon Author PageThe West: The History of an IdeaLiberty Abroad: J. S. Mill on International RelationsMill on NationalityVictorian Political Thought on France and the FrenchPhilPapers.org Profile Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

For Hispanic Heritage Month, the OneHaas Alumni Podcast is honored to share the story of Richard Velazquez, a mission-driven executive who is using his decades of experience in a variety of industries to help other Latinx MBA students and alumni succeed. Every time Richard felt like he hit a ceiling at a job, he pivoted and found new ways to keep moving up. Hailing from Brooklyn, New York, Richard learned the value of education and hard work from an early age. It was this drive that got him accepted into one of the most competitive engineering colleges in the U.S. and launched his career into the automotive industry. Richard's relentless pursuit for personal growth led him to hold senior leadership positions at Microsoft, Pepsico, and Amazon. But through all those jobs, a constant for him has been his desire to give back and uplift other Hispanic business professionals in their careers.  Richard chats with host Sean Li about his career journey from designing cars at Honda and Porsche, to being one of the key masterminds behind Xbox Kinect, his pivotal role at Pepsico, and his new position as CEO of the Latinx MBA Association.  *OneHaas Alumni Podcast is a production of Haas School of Business and is produced by University FM.*Episode Quotes:On his journey to Haas and getting his MBA“When I had the opportunity to move to Germany to work for Porsche, I put my MBA plans on hold and I was like, you know, I'd rather go to Germany and live in Europe for a few years before I take that route. So it was great. I really loved living in Europe. That's where my love for traveling started. I've been to 105 countries since then, but it all started living in Germany…So after two years at Porsche in Germany, I applied through the Consortium for Graduate Study Management, they give full fellowships. At the time it was for underrepresented minorities who were looking to get their MBA and was open to anyone who has a commitment to diversity. And I applied, I got into Haas.”On Xbox Kinect's success and Richard and his team's involvement “People just really got into it... So the thing with Kinect was since it was doing skeletal tracking, if you just flick your wrist, the character on the screen would just flick their wrist. There was no like faking it. So Dance Central was phenomenal. It showed you which arm was wrong. It highlighted in red when you were doing something wrong and it was game changing at the time. So it set a Guinness World Record, it was the fastest selling consumer electronics device, it was like 10 million 10 million units in less than like two and a half months or something like that. So it was a big deal.”On his decision to leave Microsoft for the beverage industry and a top role at Pepsico“ It was similar to like the car design and like, it's gonna be slightly different [but] it's all gonna do the same thing. So it wasn't advantageous for me to do it 'cause I wasn't linear or growing in any way, shape or form.  I'm still an individual contributor. I'm not leading any teams. I want to get promoted, I want to advance.”On why he wanted to pursue a full time role in helping other Hispanic business professionals grow “ After 30 years, I was like, well, I'm getting more personal fulfillment from these scholarships that I'm getting for students who are like me who didn't have those opportunities to get into school, for helping people get their first jobs, for helping them invest in their careers, than I am by making an extra billion dollars or a hundred million dollars for Amazon or these other companies that don't really need it…It's not giving me the personal satisfaction that I'm getting from this work I'm doing with people.”Show Links:LinkedIn ProfileLatinx MBA Association WebsiteSupport this podcast at — https://redcircle.com/onehaas/donations

Why is historical context so important when looking at topics from the past? What role does a broader appreciation of the humanities play in understanding contemporary issues?Darrin M. McMahon is a professor of history at Dartmouth College and the author of several books. Recent titles include Equality: The History of an Elusive Idea and the Divine Fury: A History of Genius book.Greg and Darrin discuss Darrin's intellectual journey and his approach to longue durée intellectual history. Darrin provides insights into his books on happiness, genius, and equality, exploring themes like the evolution of concepts over time, the intersection of words and ideas, and the roles of intellectual historians. Their conversation examines the connections between religious traditions and modern concepts, the interplay of born versus made attributes, and the historical perspectives on the concepts of happiness and genius. *unSILOed Podcast is produced by University FM.*Episode Quotes:Are genius, happiness, and equality born or made?41:06: Are geniuses born, or are they made? You know, can you play the guitar for 10,000 hours, à la Malcolm Gladwell, and become a Beatle? Or, you know, is there just something in you? And that turns out to be a kind of central conflict all the way back to the ancients. Same, as you say, with happiness, right? Is happiness just in our genes? We know some people are wired to just be cheery in the morning. Right? I'm not one of those people. Or does it happen to you? Right? Or can you make it? Right? Can you control your life in such a way so that you can bring about happiness? And the same with equality, right? Are we born equals? Are we made equals in political circumstance? Are we intended to be equal? This too gets tied up with debates around it, around the concept from very early on. And they never really entirely go away. So again, it's a nice way of kind of pointing out continuities, but then also marking points of departure and change.Why equality creates inequality29:37: Equality always serves, or always brings into being, new forms of inequality. That very assertion of equals then creates the space then for thinking or measuring others against that standard, and relegating to place.Intellectual history teaches us how to love49:28: Intellectual history teaches you to get inside the minds of others who see the world in radically different ways from how you do. And that is what love is all about: trying to get inside the mind of a person who sees the world differently from you, and to empathize even when you do not agree, to understand even when you do not condone. That is crucial. It is a crucial human endeavor, and I think intellectual history teaches that very well.The arc of equality isn't as straight as we think30:29: Equality leads to us, and then it's going to spread, and, you know, spill down to more and more people. It will expand and get wider. I grew up in California. I was born in 1965 with that kind of vague idea, and no one said it was going to be easy. Martin Luther King certainly knew it was not going to be easy, and yet, as you say, the arc of history bends towards justice, bends towards equality. We're gradually extending equality to wider and wider circles of people. And that's just how it will go. And I think we were deceived by our own rhetoric. And it was really a rude awakening in 2016 to wake up and realize, oh gosh, you know, it does not quite work that way. And as rude an awakening as that's been, I think it also provides an opportunity then to go back and examine a concept like equality that we thought we knew in some ways, but that really turns out to be much more complicated and fraught than I think we fully appreciated.Show Links:Recommended Resources:Longue DuréeRobert DarntonArthur Oncken LovejoyAnglo-SaxonsPlatoSubjective Well-beingJeremy BenthamThe Happiness HypothesisAge of EnlightenmentSocratesDaemonDoctor FaustusMichelangeloMichel FoucaultMemento MoriFascesTeresa BejanMartin Luther King Jr.Tall Poppy SyndromeChristopher BoehmBranko MilanovićKarl MarxJean-Jacques RousseauArthur SchopenhauerFriedrich NietzscheThomas CarlyleAugustine of HippoPresentismGuest Profile:Faculty Profile at Dartmouth UniversityDarrinMcMahon.comWikipedia ProfileGuest Work:Amazon Author PageEquality: The History of an Elusive IdeaHistory and Human FlourishingDivine Fury: A History of GeniusHappiness: A HistoryEnemies of the Enlightenment: The French Counter-Enlightenment and the Making of Modernity Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.