A practical guide to outguessing everything, from multiple-choice tests to the office football pool to the stock market. People are predictable even when they try not to be. William Poundstone demonstrates how to turn this fact to personal advantage in scores of everyday situations, from playing the lottery to buying a home. Rock Breaks Scissors is mind-reading for real life. Will the next tennis serve go right or left? Will the market go up or down? Most people are poor at that kind of predicting. We are hard-wired to make bum bets on "trends" and "winning streaks" that are illusions. Yet ultimately we're all in the business of anticipating the actions of others. Poundstone reveals how to overcome the errors and improve the accuracy of your own outguessing. Rock Breaks Scissors is a hands-on guide to turning life's odds in your favor.
An earthquake can strike without warning and wreak horrific destruction and death, whether it's the catastrophic 2010 quake that took a devastating toll on the island nation of Haiti or a future great earthquake on the San Andreas Fault in California, which scientists know is inevitable. Yet despite rapid advances in earthquake science, seismologists still can’t predict when the Big One will hit. Predicting the Unpredictable explains why, exploring the fact and fiction behind the science—and pseudoscience—of earthquake prediction. Susan Hough traces the continuing quest by seismologists to forecast the time, location, and magnitude of future quakes. She brings readers into the laboratory and out into the field—describing attempts that have raised hopes only to collapse under scrutiny, as well as approaches that seem to hold future promise. She also ventures to the fringes of pseudoscience to consider ideas outside the scientific mainstream. An entertaining and accessible foray into the world of earthquake prediction, Predicting the Unpredictable illuminates the unique challenges of predicting earthquakes.
A young scholar tells the story of the physicists and mathematicians who created the models that have become the basis of modern finance and argues that these models are the "solution" to--not the source of--our current economic woes.
A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don’t even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right – or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival. Michael E. Raynor, coauthor of the bestselling The Innovator's Solution, explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing. Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them: -- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile -- The CEO should not drive results, but manage uncertainty -- Business unit leaders should not focus on execution, but on making strategic choices -- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today’s opportunities while simultaneously preparing for tomorrow’s promise.
How do you predict something that has never happened before? There's a useful calculation being employed by Wall Street, Silicon Valley and maths professors all over the world, and it predicts that the human species will become extinct in 760 years. Unfortunately, there is disagreement over how to apply the formula, and some argue that we might only have twenty years left. Originally devised by British clergyman Thomas Bayes, the theorem languished in obscurity for two hundred years before being resurrected as the lynchpin of the digital economy. With brief detours into archaeology, philology, and overdue library books, William Poundstone explains how we can use it to predict pretty much anything. What is the chance that there are multiple universes? How long will Hamilton run? Will the US stock market continue to perform as well this century as it has for the last hundred years? And are we really all doomed?
Game of Thrones was an international sensation, and has been looked at from many different angles. But to date there has been little research into its audiences: who they were, how they engaged with and responded to it. This book presents the findings of a major international research project that garnered more than 10,000 responses to an innovative 'qualiquantitative' questionnaire. Among its findings are: a new way of understanding the place and role of favourite characters in audiences’ responses; new insights into the role of fantasy in encouraging thinking about our own world; and an account of two combined emotions – relish and anguish – which structure audiences’ reactions to controversial elements in the series.
At least five U.S. presidential elections have been won by the second most popular candidate, because of "spoilers"--Minor candidates who take enough votes away from the most popular candidate to tip the election. The spoiler effect is a consequence of the "impossibility theorem," discovered by Nobel laureate economist Kenneth Arrow, which asserts that voting is fundamentally unfair--and political strategists are exploiting the mathematical faults of the simple majority vote. This book presents a solution to the spoiler problem: a system called range voting, already widely used on the Internet, which is the fairest voting method of all, according to computer studies. Range voting remains controversial, however, and author Poundstone assesses the obstacles confronting any attempt to change the American electoral system.--From publisher description.
This title brings together work on embodiment, action, and the predictive mind. At the core is the vision of human minds as prediction machines - devices that constantly try to stay one step ahead of the breaking waves of sensory stimulation, by actively predicting the incoming flow. In every situation we encounter, that complex prediction machinery is already buzzing, proactively trying to anticipate the sensory barrage. The book shows in detail how this strange but potent strategy of self-anticipation ushers perception, understanding, and imagination simultaneously onto the cognitive stage.
