unSILOed with Greg LaBlanc

Greg La Blanc

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unSILOed is a series of interdisciplinary conversations that inspire new ways of thinking about our world. Our goal is to build a community of lifelong learners addicted to curiosity and the pursuit of insight about themselves and the world around them.*unSILOed Podcast is produced by University FM.*

vor 2 Std.

671. The Intersection of Culture and Data with Sebastian Wernicke

Dr. Sebastian Wernicke is a data scientist, a partner at Oxera Consulting, and author of the new book Data Inspired: Building an Organizational Culture of Inquiry for Lasting Transformation. Sebastian talks with Greg about why he thinks culture, not tools, is the biggest obstacle to effective data/AI adoption. Sebastian critiques the “data deficit” assumption that more data yields obvious answers, arguing data often increases complexity and should drive inquiry, psychological safety, and willingness to be proven wrong. They contrast data-driven optimization with a data-inspired mindset that also asks “what if” questions to enable transformation, noting A/B testing examples like Google’s “50 shades of Blue” experiment don’t generalize out to most business decisions. Sebastian also explains why initiatives fail when they treat technology as the hard part, while they ignore tacit decision-making, incentives, and workflows, and rely on pilots/lighthouse projects that don’t scale. He outlines strategy using Rumelt’s framework, discusses silos vs “swamps,” leadership behavior, and why CDO/AI roles need explicit transformation mandates, resources, and CEO-level support. *unSILOed Podcast is produced by University FM.* Episode Quotes: Culture not technology, drives transformation 11:36: I think when it comes to data and AI specifically, it's really focusing on the wrong problem as the hard problem. I think whenever you're tackling one of these bigger initiatives, you're sort of trying to figure out in the beginning to say, "Well, what's hard about this?" Right? Because that's what we should focus on initially. And usually, I think what many of these projects focus on is clearly technology. So they say, "Well, what's hard about this? It will be hard to get the data together. It will be hard because there's all these fancy algorithms, and we need the cloud infrastructure, and we need the experts," and so on. And the other elements, you know, we need to act differently. We have to bring 20 different stakeholders together because many of these data and AI projects are interdisciplinary, and they all need to agree, and they need to agree in spirit, not just say that they agree and we're actually going to change the way we work, so we're going to redistribute power, maybe even in our organization, or who makes a decision, that's the hard part. More data isn’t enough to make better decisions 02:29: I think we have this inherent assumption that when we want to make better decisions, all we need to do is add a bit of more data to our organizations, right? So, as soon as we see the right data, as soon as we see what the data is telling us, we will know what to do, everybody in the room will agree, and we know how to move forward. And of course, it's not at all like that. Optimization is not transformation 02:31: We have this inherent assumption that when we want to make better decisions, all we need to do is add a bit of more data to our organizations, right? So as soon as we see the right data, as soon as we see what the data is telling us, we will know what to do. Everybody in the room will agree, and we know how to move forward. And, of course, it's not at all like that. Show Links: Recommended Resources: Google’s ’50 shades of Blue’ experiment Marissa Mayer Goodhart's Law Richard Rumelt Guest Profile: LinkedIn Profile Professional Profile on Oxera Guest Work: Data Inspired: Building an Organizational Culture of Inquiry for Lasting Transformation Sebastian’s TED Talks Data Inspired | Substack Newsletter Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
vor 4 Tagen

670. Exploring Jewish Assimilation, Legacy, and Identity with Nicholas Lemann

Nicholas Lemann is the Pulitzer-Moore Professor of Journalism at Columbia University and a staff writer for The New Yorker. He is the author of several books, including Higher Admissions: The Rise, Decline, and Return of Standardized Testing, Transaction Man: The Rise of the Deal and the Decline of the American Dream, and most recently, Returning: A Search for Home Across Three Centuries. Greg speaks with Nicholas about Returning, his memoir tracing five generations of his German Jewish family in New Orleans. Nicholas reflects on how the pursuit of acceptance led many German Jews to downplay their Jewish identity, distance themselves from Eastern European Jewish immigrants, and oppose Zionism, before describing his own gradual return to Jewish tradition and community later in life. From there, the conversation broadens into a discussion about the changing role of identity and institutions in American life. Greg and Nicholas explore the decline of religious and ethnic identity, the growing secularization of academia and journalism, and how changing ideas of merit, belonging, and fairness have shaped debates over standardized testing, affirmative action, and elite college admissions. Finally, they discuss Transaction Man, examining the rise and fall of the “company man,” the shift from stakeholder-oriented corporations to shareholder primacy, and Nicholas’s argument that today’s more individualistic, network-driven society has transformed how people find purpose, stability, and community. unSILOed Podcast is produced by University FM. Episode Quotes: The hidden cost assimilation 13:35: Jewish assimilation, like my family's story, tends to involve offloading many parts of traditional Jewish observance. Ethnic and religious culture can be a very beautiful and enriching community to live in. And it is for me today. But if you start watering it down, after a certain point, it kind of loses...It doesn't have that much left, and it doesn't fulfill the needs that it used to. It doesn't have the sense of community that it used to. It doesn't have the hold between generations that it used to. A culture doesn't need an enemy to disappear 14:21: We all know why there's almost no German Jews in Germany. That's one story. But there's really almost no coherent German Jewish culture in America, and that's for a whole different set of reasons, which is just lightening what it meant to be Jewish and live as a Jew to the point that it just didn't hold people anymore. The tradeoff between acceptance and identity 11:08: Eastern European Jews made us very uncomfortable. And so we felt that if they came to America in very large numbers, it would kind of make things worse for us 'cause it would unleash prejudice. And with Zionism, Zionism can be defined in a lot of different ways. But if you define it as a sense of peoplehood, you know, we are a people, we are a tribe, even if we don't have a nation state, we are a de facto nation, and we're all in it together in common cause and have a primary loyalty to each other. What I just said, that's exactly what the German Jews didn't think. That's... I was raised not to think. So, we were supposed to be Americans with a light ethno-religious identity, but we were Americans. We didn't have dual loyalty. Show Links: Recommended Resources: Moses Mendelssohn Pittsburgh Platform Lillian Hellman Zionism Antisemitism Felix Frankfurter James Tobin SAT Jack Welch Adolf A. Berle Louis Brandeis Peter Drucker Michael C. Jensen Theory of the firm: Managerial behavior, agency costs and ownership structure Werner Erhard Reid Hoffman Guest Profile: Faculty Profile at Columbia Journalism School Profile at Tulane University LinkedIn Profile Wikipedia Page Guest Work: Amazon Author Page Returning: A Search for Home Across Three Centuries Higher Admissions: The Rise, Decline, and Return of Standardized Testing Transaction Man: Traders, Disrupters, and the Dismantling of Middle-Class America American Democracy: 21 Historic Answers to 5 Urgent Questions The Promised Land: The Great Black Migration and How It Changed America By Nicholas Lemann - Redemption: The Last Battle of the Civil War The New Yorker Articles Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
21. Juli

669. Liberalism and Discontent: Exploring Modern Democracy with Francis Fukuyama

Francis Fukuyama is the Olivier Nomellini Senior Fellow at Stanford University's Freeman Spogli Institute for International Studies (FSI), and a faculty member of FSI's Center on Democracy, Development and the Rule of Law (CDDRL). He is also Director of Stanford's Ford Dorsey Master's in International Policy, and a professor (by courtesy) of Political Science. In addition he is the author of several books. His most recent titles are Liberalism and Its Discontents, Identity: The Demand for Dignity and the Politics of Resentment, and the upcoming In the Realm of the Last Man: A Memoir. Greg and Francis talk about Frank’s “End of History” thesis and later work on liberalism, identity, trust, and political order. Fukuyama argues long-run historical progress is visible in the gap between developed and developing societies, but he still sees no coherent “higher” alternative to liberal democracy and market society. He also explains that modern discontent through generational forgetting of 20th-century horrors and a deeper human desire for recognition and struggle (thymos), including megalothymia - the drive for superiority, which can turn tyrannical. They discuss how modern prosperity arose from Europe’s unique mix of innovation culture, political fragmentation, religious schism, and family changes that fostered individualism. Frank contrasts state strength with constraint, and traces democracy’s path through England to parliament and common law, critiques American anti-statism in state-building, and examines China vs India. They also discuss war’s effects on state capacity, the internet’s role in polarization and factual disagreement, and the need for shared liberal norms. *unSILOed Podcast is produced by University FM.* Episode Quotes: The collapse of a shared factual basis [47:23] Liberal societies need to tolerate viewpoint diversity, but what we're seeing goes way beyond this. This is kind of empirical, factual diversity where people don't accept the same factual basis of the nature of the world. So, you know, are vaccines safe? Well, we used to think there was consensus about that because you have this whole accepted scientific system for empirical testing of propositions like that, and for some reason now people don't trust that anymore, or, you know, who won the last election, sort of, issue. Very hard to have a democracy if you disagree about whether you had a free and fair election, right? And these, again, I think would not have existed in the pre-internet age, that kind of disagreement over just simple factual information. The absence of a higher alternative to liberal democracy [05:18] A lot of people have lost faith in liberal democracy, but I still don't see anyone posing a real alternative of a higher society. Does the rule of law hold without shared norms? [54:46] One thing that the last few years have taught me is that, in a way, you know, we used to think there's law and there are norms, and the norms are basically more flighty and less weighty, but the law is really a big barrier to bad action. And I think we're realizing that's not true. Everything is normative. Why the drive for superiority can't simply be eliminated [12:42] It was Bob Iger or some big CEO who wanted to climb the seven highest mountains in the world, you know? So there's a lot of ways that you can demonstrate your superiority that are basically, if not socially constructive, they're at least peaceful; you know, they're not going to harm other people. But it turns out that for Donald Trump, at least that wasn't enough. And I think that's a basic problem. You want outlets for this, what I call "megalothumia." This is the desire to be recognized as superior, and basically you can't have a society without that. I mean, you're not going to have any great baseball players, musicians, you know, philosophers if you don't have people that want to be excellent at something. But that also unleashes a kind of tyrannical desire to simply dominate, and I think that's the problem we're dealing with right now. Show Links: Recommended Resources: United States Agency for International Development Karl Marx Liberalism Thumos Bob Iger Choosing the Right Pond: Human Behavior and the Quest for Status Joel Mokyr Roman Empire Reformation Caesaropapism Henry II of England Estates of the Realm Oliver Cromwell Glorious Revolution Assize of Novel Disseisin Code of Justinian Neal Stephenson Robert D. Putnam Guest Profile: Faculty Profile at Stanford University Wikipedia Profile Social Profile on X Guest Work: Amazon Author Page In the Realm of the Last Man: A Memoir Liberalism and Its Discontents Identity: The Demand for Dignity and the Politics of Resentment State Building: Governance and World Order in the 21st Century Political Order and Political Decay: From the Industrial Revolution to the Globalization of Democracy The Origins of Political Order: From Prehuman Times to the French Revolution Our Posthuman Future: Consequences of the Biotechnology Revolution Trust: The Social Virtues and the Creation of Prosperity End of History and the Last Man Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
15. Juli

668. Decoding Culture’s Role in Strategy and Success with Jennifer A. Chatman and Glenn R. Carroll

How do leaders create a unified culture at their organizations that’s not only sustainable but propels growth and success? Psychologist Jennifer A. Chatman and sociologist Glenn R. Carroll put their expertise on management and organizational behavior together in the new book, Making Organizational Culture Great: Moving Beyond Popular Beliefs. Chatman is Dean of the Haas School of Business at UC Berkeley and Carroll is a professor of management at Stanford University. On this episode, they join Greg to discuss how organizational culture research has evolved, valid methods for measuring culture within a firm, the defining characteristics of strong cultures, how culture and strategy are complements to each other, and practices for changing an organization’s culture. They also delve into case studies from existing organizations like Netflix, Genetech, and Berkeley Haas. *unSILOed Podcast is produced by University FM.* Episode Quotes: Why great strategies fall 08:13: [Jenniffer Chatman] The problem has never been finding the right answer. The problem has been scaling it up through the entire organization so that you're actually delivering, right? I mean, you teach strategy. Strategy formulation is, there's theory and there are best practices, and you can develop a beautiful, elegant, distinctive strategy that takes into account all the dynamics that are going on currently. But if you can't implement that throughout the organization, it's not valuable. So culture is the other piece of that, which is how to cascade things through an organization that allows it to execute completely on a well-advised strategy. Cultures form whether you design or not 54:29: [Jenniffer Chatman] No matter what you do or don't do, a culture will form. And if you're not intentional about it, the risk is that a culture forms that actually deviates significantly from what your true objectives are, and then, you're in trouble. What makes a strong culture? 11:56: [Glenn Glenn Carrol] Strong culture is the combination of high intensity by individuals, which means they really care about what goes on, and they will go out of their way to correct people if they think you're doing it wrong. So that kind of intensity, coupled with homogeneity or agreement among people in the organization about what should be done. And so when you have both high intensity and high agreement, you have what we call a strong culture. Now, the content of the culture is the actual substance of the rituals, beliefs, practices, and you can find, by our definition, strong culture organizations that run the gamut from business organizations to religious organizations to cults to terrorist cells, you name it. So around any content, you can pretty much produce a strong culture. Show Links: Recommended Resources: “Corporate culture: Evidence from the field”, 2022, Journal of Financial Economics Benjamin E. Hermalin “People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit”, 1991, Academy of Management Journal No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings Clifford Geertz Bronisław Malinowski Genentech Guest Profiles: Jennifer Chatman Dean Profile at UC Berkeley Jennifer Chatman Professional Website Jennifer Chatman LinkedIn Profile Glenn Carroll Faculty Profile at Stanford University Glenn Carroll LinkedIn Profile Guest Work: Making Organizational Culture Great: Moving Beyond Popular Beliefs Making Great Strategy: Arguing for Organizational Advantage The Culture Kit with Jenny and Sameer | Podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
8. Juli

667. The Race to Efficiency & Why Construction Is Behind with Brian Potter

In a world of constant, rapid digital transformation, one industry has struggled to evolve: construction. With all the gains made in efficiency and productivity, what’s holding the construction industry back? Brian Potter is a senior fellow at the Institute for Progress and author of the book, The Origins of Efficiency which charts the history of production efficiency, examining the great leaps forward with inventions like penicillin, the light bulb, and automobiles. Brian joins Greg to share his experience in the construction industry that prompted his research into productivity and why construction productivity appears flat compared with manufacturing and agriculture. They also discuss distinctions between labor productivity and overall efficiency, the central role of scale and fixed costs, why tacit knowledge makes process transfer hard across plants and countries, and political obstacles such as guilds and unions resisting automation, including AI. *unSILOed Podcast is produced by University FM.* Episode Quotes: A factory is like a big sociotechnical machine 16:55: A factory is like a big sociotechnical machine where some of the capability lives in the machine, and a lot of it lives in, like, the processes that have been implemented and the heads of the people that are working on the line and know exactly what they have to do to make this work effectively. And it all kind of works together as one uniform thing. A lot of that is, like, not necessarily written down any place. It's either in this knowledge of these guys' heads, it's not written down, or it's, like, an emergent property of how all these things kind of work together, and it's very hard to decompose that and transfer it to a new place. It's often quite difficult to do that. Has scale been the primary driver of efficiency since the Industrial Revolution? 08:42: Scale is a really big part of it for a lot of reasons. One is that just scaling effects are very powerful on their own. And then two is that scaling actually ends up being like a gating mechanism for a lot of other efficiency improvements in the sense that a lot of other efficiency improvements that you might implement need some sort of level, need some sort of scale, to be able to deploy them because they operate like large fixed costs. What is the genesis of “The Origins of Efficiency” 05:59: To understand why construction is so hard to make more efficient, I need to understand what other industries are doing to get more efficient. What strategies are they employing? And then I could understand why those strategies don't work in construction or whatever. Show Links: Recommended Resources: Adam Smith and The Pin Factory Katerra Henry Ford Do Management Interventions Last? Evidence from India by Bloom, Roberts, McKenzie, and Mahajan Nicholas Bloom - The Science of Management John Roberts - The In’s and Out’s of Organizational Economics Scale and Scope: The Dynamics of Industrial Capitalism The Visible Hand: The Managerial Revolution in American Business Frederick Winslow Taylor Joel Mokyr Guest Profile: Fellow Profile at Institute for Progress Professional Profile on LinkedIn Guest Work: The Origins of Efficiency Construction Physics Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
7. Juli

666. Decoding Disinformation in Numbers and Narratives with Aaron Brown

Aaron Brown is an author and risk management professional, formerly the Chief Risk Officer at the hedge fund AQR. Aaron’s recent works are titled Wrong Number: How to Extract Truth From a Blizzard of Quantitative Disinformation and The Poker Face of Wall Street. Greg and Aaron discuss why quantitatively flawed studies still persist today. Aaron argues that the central problem is not just incompetence or conspiracy but a macro phenomenon he calls tribalism, combined with the diffusion of responsibility across authors, reviewers, journals, and journalists. He discusses examples, including an NTSB “Chinatown bus” study, a USAID mortality claim, a Chunnel fire-risk study, an observational marijuana/heart-attack paper, and a study claiming 40% of COVID deaths were caused by evictions and later cited in courts and legislation. They contrast academia’s weak incentives with finance and gambling, where betting forces accountability, and Aaron describes the empirical Bayesian approach he prefers using base rates and evidence. *unSILOed Podcast is produced by University FM.* Episode Quotes: There are consequences to publicizing bad research. [34:45] I think most researchers are careful not to let the university press office get ahold of their bad study. They're careful not to go out and give interviews on it. The ones who forget that, they're the ones who cause the problems and get caught. I mean, not many people do get caught, and the consequences of getting caught are pretty low, but it can happen. You lose professional credibility, and that's extremely important, you know? That's really the be all and end all for most researchers I know, is what their peer researchers think of them. And that's where you get hurt. In fact, you get hurt even for getting publicity for your good work, you know? There still is a real feeling in a lot of sciences that the guy in the headline is not a real scientist. Why are people so easily misled by quantitative information? [05:32] It's been documented over and over in lots of different ways, that most published research findings are false, and yet nobody seems to care. Aaron discusses the promise and pitfalls of Bayesian reasoning. [57:28] You don't have to go all the way to Bayesian to know that what they're doing in the journals is wrong. The journal, the frequentist, the Fisher classical hypothesis testing, the gold standard, double-blind control trials—those things are just wrong. And you don't have to go all the way to Bayesianism. You can just say, "Okay, we can just show mathematically that those don't work." Show Links: Recommended Resources: National Transportation Safety Board (NTSB) Tribalism United States Agency for International Development (USAID) Evaluating the impact of two decades of USAID - Lancet Study Channel Tunnel Fires Ronald Fisher Intergovernmental Panel on Climate Change (IPCC) Outlive: The Science and Art of Longevity National Bureau of Economic Research (NBER) Francesca Gino Robin M. Hogarth Harrison White Bayesian Statistics UnSILOed 584: David Zweig - Examining School Closure Policies During the Pandemic Guest Profile: LinkedIn Profile Reason Profile Wikipedia Profile Guest Work: Amazon Author Page Wrong Number: How to Extract Truth From a Blizzard of Quantitative Disinformation Red-Blooded Risk: The Secret History of Wall Street The Poker Face of Wall Street Financial Risk Management For Dummies Fischer Black and the Revolutionary Idea of Finance A World of Chance: Betting on Religion, Games, Wall Street Wrong Number with Aaron Brown YouTube Series Google Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
3. Juli

665. Understanding Trump’s Leadership Tactics and How to Counter Them with Jeffrey Sonnenfeld

Jeffrey Sonnenfeld is a professor of management and senior associate dean for leadership studies at the Yale School of Management. He is also the author, co-author, and editor of a number of books. His works include The Hero's Farewell: What Happens When CEOs Retire, Firing Back: How Great Leaders Rebound After Career Disasters, and, most recently, Trump's Ten Commandments: Strategic Lessons from the Trump Leadership Toolbox with Steven Tian. Greg and Jeff discuss why Jeff thinks leadership scholars and journalists misread Donald Trump. He argues the goal should be not to normalize or judge Trump but to understand Trump’s predictable, strategic patterns—often mistaken as impulsive—so they can be countered, and he criticizes the labeling Trump as “stupid” or “crazy” for helping create widespread complacency. Jeff recounts a contentious 30-year relationship with Donald Trump that began with his Wall Street Journal critiques of “The Apprentice,” and then continued through Trump’s attempts to win him over (including with a position at Trump University), and Trump’s use of tactics like divide-and-conquer, distraction, the “sleeper effect,” and “wall of sound.” The discussion contrasts personal power versus institutional success,and stresses collective action as an effective counter. *unSILOed Podcast is produced by University FM.* Episode Quotes: The danger of underestimating your opponent 04:11: My take on this, in short, is the most dangerous element of American society, after perhaps Donald Trump and some of his acolytes, are many of his critics because his critics give us a false sense of confidence by, for over 10 years now, calling him stupid and calling him crazy. More recently, he's had a break with reality, a sudden cognitive decline with age, and chortling to themselves in their articles to one another like love letters in Atlantic Magazine or giggling on show after show on MS Now. It's about as dangerous, almost, as what Trump and his immediate followers are doing themselves because it's giving the American public, their viewers and readers, a false sense of security that this is a guy who is veering off the edge of the cliff and about to implode, that we don't need to worry. Don’t mistake emotion for impulse 05:14: What Trump does sometimes comes with a lot of emotion-laden packaging, but these aren't impulsive, accidental decisions he's making. These are strategic, decisive, definitive moves that he's making, and that he has a whole arsenal of them. How to counter divide and conquer 50:18: How do you prepare for false information? Be ready to counter it very quickly and to make sure you're not divided by one another and all these other kinds of things. How do you counter false information? How do you avoid divide and conquer? You know, those are the lessons from the book rather than to follow these tactics. Show Links: Recommended Resources: Donald Trump Academy of Management Beverly Gage Jared Kushner Andrew Young World Economic Forum Klaus Schwab Steve Forbes Jeff Zucker The Apprentice Jack Welch John Lewis Gaddis unsiloed Thorstein Veblen Business Roundtable Ozymandias Vladimir Putin Sleeper Effect Gavin Newsom Robert F. Kennedy Jr. Arvind Krishna Unsiloed Ep 123: Barry Nalebuff - Game Theory, Negotiation Strategy and Fairness Guest Profile: Faculty Profile at Yale School of Management JeffreySonnenfeld.com LinkedIn Profile Wikipedia Page Social Profile on X Guest Work: Amazon Author Page Trump's Ten Commandments: Strategic Lessons from the Trump Leadership Toolbox The Hero's Farewell: What Happens When CEOs Retire Resilience Firing Back: How Great Leaders Rebound After Career Disasters Concepts of Leadership Managing Career Systems: Channeling the Flow of Executive Careers Corporate Views of the Public Interest: Perceptions of the Forest Products Industry Google Scholar Page New York Times Articles Fortune Articles Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
30. Juni

664. A Pessimist’s View on What It Means To Be Human with William Ian Miller

What insights on social psychology can be gleaned from ancient texts? William Ian Miller is a professor of law at the University of Michigan and prolific author. His work is that of a polymath and covers everything from Icelandic sagas (Bloodtaking and Peacemaking: Feud, Law, and Society in Saga Iceland; 'Why is your axe bloody?': A Reading of Njals Saga) to philosophical meditations on what makes us human (Outrageous Fortune: Gloomy Reflections on Luck and Life; Humiliation: And Other Essays on Honor, Social Discomfort, and Violence). William joins Greg to discuss the varying themes across his body of work including, luck and magical thinking, law and violence in Icelandic sagas, competition and humility, and the purpose of disgust. *unSILOed Podcast is produced by University FM.* Episode Quotes: The de-evolution of psychological smarts in a pacified society 12:57: When you're a medieval historian, you'll see a lot of things that obviously progressed—medical care, stuff like that. A lot of things went backward, like, let's say, just psychological smarts. You had to be much better back then at reading somebody else's intentional states than we are now, because we're a highly pacified society. The idea that some clown can walk towards you texting and make you get out of the way and not get clocked in the face is just beyond... that could not happen in medieval Iceland. You bumped into somebody and didn't look where you were going, that would be an offense to that person's honor, to the one you bumped into, of not even bothering to see who he was or where he was. Democracy as a principle of shared contempt 30:54: Democracy might be a principle of shared contempt, that everybody knows that they're held in contempt just as they hold the other in contempt. Utilitarianism’s math problem and the dark funding of happiness 08:02: How much happiness is schadenfreude? Delight in somebody else's misery. How much of your happiness is funded by other people's misery? I always think that utilitarianism ran into a real math problem. The greatest happiness for the greatest number needed to be funded by misery somewhere. Show Links: Recommended Resources: Legal Code of King Alfred the Great The Autobiography of Benjamin Franklin James Boyd White Nomos Physis Paul Rozin Guest Profile: Faculty Profile at University of Michigan Professional Website Guest Work: Hrafnkel or the Ambiguities: Hard Cases, Hard Choices Bloodtaking and Peacemaking: Feud, Law, and Society in Saga Iceland 'Why is your axe bloody?': A Reading of Njals Saga Outrageous Fortune: Gloomy Reflections on Luck and Life Losing It Faking It The Mystery of Courage The Anatomy of Disgust Humiliation: And Other Essays on Honor, Social Discomfort, and Violence Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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unSILOed is a series of interdisciplinary conversations that inspire new ways of thinking about our world. Our goal is to build a community of lifelong learners addicted to curiosity and the pursuit of insight about themselves and the world around them.*unSILOed Podcast is produced by University FM.*

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