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The most important question about any decision isn’t who’s smart enough to make it, but who actually has the knowledge to make it. In 1945, Friedrich Hayek pointed out that most of what we need to know to make good decisions is never written down anywhere. It’s scattered in...

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22,837 views • 1 month ago •via X (Twitter)

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#AbuDhabi 🇦🇪 | Lewis Hamilton on what’s next: “It’s not actually a straight forward process. We’re obviously testing next week and then we go back to the factory and I’ve gotta decide what my approach is, when it comes to sitting down with the stakeholders to make the decisions and how that approach is to create the change that’s needed.” “And then it terms of personal reflection… I mean, I literally every weekend have written down what I felt, what went wrong that weekend, the decisions I’ve taken so there’s a lot of learnings to do there. And I will, through my break, I will analyse those decisions and make markers on how I can make better decisions in the future. My surroundings in terms of personal personnel, team personnel, how you utilise people, whether people need to move into different positions to work better, all these different things need to be looked upon in my personal space so that we can optimise our teamwork.”
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#AbuDhabi 🇦🇪 | Lewis Hamilton on what’s next: “It’s not actually a straight forward process. We’re obviously testing next week and then we go back to the factory and I’ve gotta decide what my approach is, when it comes to sitting down with the stakeholders to make the decisions and how that approach is to create the change that’s needed.” “And then it terms of personal reflection… I mean, I literally every weekend have written down what I felt, what went wrong that weekend, the decisions I’ve taken so there’s a lot of learnings to do there. And I will, through my break, I will analyse those decisions and make markers on how I can make better decisions in the future. My surroundings in terms of personal personnel, team personnel, how you utilise people, whether people need to move into different positions to work better, all these different things need to be looked upon in my personal space so that we can optimise our teamwork.”

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160 new drugs added. Hundreds of millions of dollars saved for American patients. "[TrumpRx] is a transparency site. It gives everybody the ability to make important decisions about medications they’re purchasing with full knowledge of what the cost of those medications are." - Dr. Oz CMS
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160 new drugs added. Hundreds of millions of dollars saved for American patients. "[TrumpRx] is a transparency site. It gives everybody the ability to make important decisions about medications they’re purchasing with full knowledge of what the cost of those medications are." - Dr. Oz CMS

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💰 Andrew Tate on what your money is actually for. "There are two kinds of rich men. The one who brags about how little he spends, and the one who spends 200 grand a week actually living. One of them is lying about being rich." Real life is to be lived. That is what the money is for. Most men will never make enough to find out. The ones who do learn it inside The Real World, from men who actually live it. Link in bio.

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The Man Who Runs CERN Said Something That Nobody Talks About What is CERN doing? You know that feeling when you remember something with complete certainty and then find out it never happened? Not just you. Millions of people. The same specific wrong memory. Shared by strangers who never met and never compared notes. That is the Mandela Effect. Most people treat it as a fun internet thing. But here is what most people are not connecting. The most powerful particle accelerator ever built, a machine designed to smash atoms apart at nearly the speed of light and access dimensions of reality we have never observed — came online in 2008. The Mandela Effect as a documented widespread phenomenon started in 2009. And the man running the experiments said something publicly that year that almost nobody has heard. In this video we get into all of it. The machine. The memories. The quote. And the question that I think deserves a serious answer.
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Kirk Lubimov

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The people who edit Wikipedia are part of a larger free knowledge movement called Wikimedia. And everyone can participate in it! In fact, we invite anyone who is passionate about sharing knowledge to join us. Learn how in #AWikiMinute
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The people who edit Wikipedia are part of a larger free knowledge movement called Wikimedia. And everyone can participate in it! In fact, we invite anyone who is passionate about sharing knowledge to join us. Learn how in #AWikiMinute

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How much of your life is being shaped by decisions you don’t realise you’re making? Seth Godin has spent decades trying to understand that question. Seth is one of the most influential thinkers in modern marketing, leadership and creativity. He’s a bestselling author who has written more than 20 books, and when I started my career in marketing, his ideas were everywhere. So sitting down with him felt like a full-circle moment. I wanted to find out why we stay in careers, businesses and relationships we know aren’t working, how to know when quitting is the right decision, and what happens as AI changes the world of work. We discussed things like: - How to know when it’s time to quit. - Why fear, status and belonging shape your choices. - Why AI could change the world more than we expect. - The human skills that could matter more in an AI world. - How to take back control when you feel stuck. One of Seth’s main talking points is that there are forces shaping our decisions that most of us rarely stop to notice. Fear, status, the years or money we’ve already invested, and the systems around us can all make us feel like we have fewer choices than we actually do. What I like about Seth is that he doesn’t tell you what decision to make. He helps you see what is influencing that decision so you can make it for yourself. With AI changing so quickly, I think the ability to adapt, question the path you’re on and know when to change direction is going to matter more than ever. Seth said something that I think sits at the heart of this entire conversation: “We still get to decide.” When so much around us is changing, remembering that we still have a say in what happens next really matters. Out now on all platforms. Let me know what you think of this one in the comments ❤️
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How much of your life is being shaped by decisions you don’t realise you’re making? Seth Godin has spent decades trying to understand that question. Seth is one of the most influential thinkers in modern marketing, leadership and creativity. He’s a bestselling author who has written more than 20 books, and when I started my career in marketing, his ideas were everywhere. So sitting down with him felt like a full-circle moment. I wanted to find out why we stay in careers, businesses and relationships we know aren’t working, how to know when quitting is the right decision, and what happens as AI changes the world of work. We discussed things like: - How to know when it’s time to quit. - Why fear, status and belonging shape your choices. - Why AI could change the world more than we expect. - The human skills that could matter more in an AI world. - How to take back control when you feel stuck. One of Seth’s main talking points is that there are forces shaping our decisions that most of us rarely stop to notice. Fear, status, the years or money we’ve already invested, and the systems around us can all make us feel like we have fewer choices than we actually do. What I like about Seth is that he doesn’t tell you what decision to make. He helps you see what is influencing that decision so you can make it for yourself. With AI changing so quickly, I think the ability to adapt, question the path you’re on and know when to change direction is going to matter more than ever. Seth said something that I think sits at the heart of this entire conversation: “We still get to decide.” When so much around us is changing, remembering that we still have a say in what happens next really matters. Out now on all platforms. Let me know what you think of this one in the comments ❤️

Steven Bartlett

45,280 views • 1 month ago

Warren Buffett: "If we can't make a decision in five minutes, we can't make it in five months." In a Q&A, a shareholder from Munich, Germany asks Buffett a specific question: how large is the universe of companies whose intrinsic value he carries in his head — the ones he could act on within a day or two if the market offered an attractive price? Buffett doesn't give a number. He reframes the question entirely. Speed, he explains, doesn't come from knowing more. It comes from refusing to think about most things at all. "Our immediate decision is whether we can figure out what's being offered to us or not. I mean, there's a go no-go signal." That signal fires almost immediately: "Charlie and I are often thought to be rude when we think we're just being polite and not wasting the other person's time. So, as they start mid-sentence in their first conversation with us, we just say, 'Forget it.'" He continues: "We know very, very, very early in the conversation whether somebody's talking about something that there's any chance is actionable by us, and we don't worry about the ones we miss." The filter isn't about the quality of the opportunity. It's about whether Buffett is equipped to judge it: "We want to make sure that we don't waste any time thinking about things that, when we got all through thinking about them, we're not going to know enough to make the decision on. So we just rule those out, and that rules a lot of things out." What survives that filter gets decided on immediately: "So we make decisions—we can make a decision in five minutes very easily. I mean, it just is not that complicated." Then comes the line that explains the whole system: "If we can't make a decision in five minutes, we can't make it in five months. You know, there's—we're not going to learn enough in the following five months to make up for the fact that we went in deficient in the first place." Deliberation doesn't fix a knowledge deficit. If you weren't already competent to judge the thing, five months of study won't close the gap — it will only manufacture the confidence to act badly. So when the input arrives — a phone call about a business for sale, or a price in a newspaper, a magazine, an annual report, a 10-K — the only thing Buffett is looking for is a "significant differential between price and value." If it's there, "we move right then." "And Charlie and I don't need to talk to each other about it; I mean, we both think the same way and we have generally similar spheres of knowledge." Charlie Munger then names the mechanism directly: "The answer to your question is we can make a lot of decisions about a lot of things very fast and very easily, and we're unusual in that respect. And the reason we're able to do that is there's such an enormous other lot of things that we won't allow ourselves to think about at all. It's just that simple." He gives his own example: "I have a little phrase when people make pitches to me, and about halfway through the first sentence I say, 'We don't do startups; they don't exist.' Well, if you blot out startups, there's a whole layer of complexity that goes out of your life." And he confirms this is a system, not a one-off: "And we've got other little 'blotter out' systems, and using those we finally find out that what remains is still a pretty large territory that we can handle." Buffett closes with the part most people get backwards: "We waste—I would say we waste a lot of time, but we waste it on things we want to waste our time on. And then we're very selective about that, and then we're good at it." The five-minute decision is not actually made in five minutes. Source: 2008 Berkshire Hathaway Annual Meeting
4:52

Warren Buffett: "If we can't make a decision in five minutes, we can't make it in five months." In a Q&A, a shareholder from Munich, Germany asks Buffett a specific question: how large is the universe of companies whose intrinsic value he carries in his head — the ones he could act on within a day or two if the market offered an attractive price? Buffett doesn't give a number. He reframes the question entirely. Speed, he explains, doesn't come from knowing more. It comes from refusing to think about most things at all. "Our immediate decision is whether we can figure out what's being offered to us or not. I mean, there's a go no-go signal." That signal fires almost immediately: "Charlie and I are often thought to be rude when we think we're just being polite and not wasting the other person's time. So, as they start mid-sentence in their first conversation with us, we just say, 'Forget it.'" He continues: "We know very, very, very early in the conversation whether somebody's talking about something that there's any chance is actionable by us, and we don't worry about the ones we miss." The filter isn't about the quality of the opportunity. It's about whether Buffett is equipped to judge it: "We want to make sure that we don't waste any time thinking about things that, when we got all through thinking about them, we're not going to know enough to make the decision on. So we just rule those out, and that rules a lot of things out." What survives that filter gets decided on immediately: "So we make decisions—we can make a decision in five minutes very easily. I mean, it just is not that complicated." Then comes the line that explains the whole system: "If we can't make a decision in five minutes, we can't make it in five months. You know, there's—we're not going to learn enough in the following five months to make up for the fact that we went in deficient in the first place." Deliberation doesn't fix a knowledge deficit. If you weren't already competent to judge the thing, five months of study won't close the gap — it will only manufacture the confidence to act badly. So when the input arrives — a phone call about a business for sale, or a price in a newspaper, a magazine, an annual report, a 10-K — the only thing Buffett is looking for is a "significant differential between price and value." If it's there, "we move right then." "And Charlie and I don't need to talk to each other about it; I mean, we both think the same way and we have generally similar spheres of knowledge." Charlie Munger then names the mechanism directly: "The answer to your question is we can make a lot of decisions about a lot of things very fast and very easily, and we're unusual in that respect. And the reason we're able to do that is there's such an enormous other lot of things that we won't allow ourselves to think about at all. It's just that simple." He gives his own example: "I have a little phrase when people make pitches to me, and about halfway through the first sentence I say, 'We don't do startups; they don't exist.' Well, if you blot out startups, there's a whole layer of complexity that goes out of your life." And he confirms this is a system, not a one-off: "And we've got other little 'blotter out' systems, and using those we finally find out that what remains is still a pretty large territory that we can handle." Buffett closes with the part most people get backwards: "We waste—I would say we waste a lot of time, but we waste it on things we want to waste our time on. And then we're very selective about that, and then we're good at it." The five-minute decision is not actually made in five minutes. Source: 2008 Berkshire Hathaway Annual Meeting

Finance Nerd

54,443 views • 1 month ago

.tobi lutke says schools train people to think there’s one “right answer” but in reality, there are often hundreds of right decisions: “ The surprising thing about building a business or in decision making in general is—making the right decision is actually child's play.” “ Most of the time, the bad options in front of you just prune themselves away. They don't make sense. They're too expensive or just off-mission.” “School unfortunately drills into people that there's one right answer, and once they find a right answer that could plausibly accomplish the goals that they set out, they go with it.” “But there's probably hundreds of great answers, and one of them is far less work. “Especially in engineering projects. The best solutions are always modular and components. You build one thing and it will work with everything else you did.”
2:40

.tobi lutke says schools train people to think there’s one “right answer” but in reality, there are often hundreds of right decisions: “ The surprising thing about building a business or in decision making in general is—making the right decision is actually child's play.” “ Most of the time, the bad options in front of you just prune themselves away. They don't make sense. They're too expensive or just off-mission.” “School unfortunately drills into people that there's one right answer, and once they find a right answer that could plausibly accomplish the goals that they set out, they go with it.” “But there's probably hundreds of great answers, and one of them is far less work. “Especially in engineering projects. The best solutions are always modular and components. You build one thing and it will work with everything else you did.”

David Senra

24,055 views • 4 months ago

Shuler: If you think about every industrial revolution we’ve been through, working people have helped us make that transition. It’s really because we’ve helped tame the technology and figured out how to use it in the most effective way. So I think your question about augmentation versus replacement is the big question we have. If we can all agree that this is about making our jobs better, safer, easier, and more productive, then we’re all in. But if you’re looking to de-skill, dehumanize, and replace workers, to put people out on the street with no path forward, then absolutely you’re going to have a revolution. So I think that’s something we all need to be very real about and think seriously about. If we’re going to have productivity gains, working people—the ones who make these industries happen—need to share in that. There hasn’t been a lot of discussion about that here. Of course, in terms of how we create policies, how we create tax infrastructure, whether or not we are redistributing—yes, that word is a dirty word around here—we need to talk about it and confront how we’re going to make sure working people share in the gains of these technologies. And if you look at the numbers of jobs, let’s talk about job quality. Yes, maybe there are a lot of jobs created, but what kind of jobs are we talking about? Are they jobs that can sustain a family? Is it a job where people can actually work one job? One job should be enough.
1:40

Shuler: If you think about every industrial revolution we’ve been through, working people have helped us make that transition. It’s really because we’ve helped tame the technology and figured out how to use it in the most effective way. So I think your question about augmentation versus replacement is the big question we have. If we can all agree that this is about making our jobs better, safer, easier, and more productive, then we’re all in. But if you’re looking to de-skill, dehumanize, and replace workers, to put people out on the street with no path forward, then absolutely you’re going to have a revolution. So I think that’s something we all need to be very real about and think seriously about. If we’re going to have productivity gains, working people—the ones who make these industries happen—need to share in that. There hasn’t been a lot of discussion about that here. Of course, in terms of how we create policies, how we create tax infrastructure, whether or not we are redistributing—yes, that word is a dirty word around here—we need to talk about it and confront how we’re going to make sure working people share in the gains of these technologies. And if you look at the numbers of jobs, let’s talk about job quality. Yes, maybe there are a lot of jobs created, but what kind of jobs are we talking about? Are they jobs that can sustain a family? Is it a job where people can actually work one job? One job should be enough.

Acyn

41,942 views • 7 months ago

The most important early lesson I learned was to write down my criteria for making investment decisions so that I could turn them into decision rules. That’s because I discovered I could express my decision-making criteria in the form of algorithms that I could embed into computers. By running both decision-making systems — i.e., mine in my head and mine in the computer — next to each other, I learned the computer could make better decisions than me because it could process vastly more information than I could, and it could do it faster and unemotionally. That insight helped me get out of my own head and make better decisions over time. Nikhil Kamath
0:49

The most important early lesson I learned was to write down my criteria for making investment decisions so that I could turn them into decision rules. That’s because I discovered I could express my decision-making criteria in the form of algorithms that I could embed into computers. By running both decision-making systems — i.e., mine in my head and mine in the computer — next to each other, I learned the computer could make better decisions than me because it could process vastly more information than I could, and it could do it faster and unemotionally. That insight helped me get out of my own head and make better decisions over time. Nikhil Kamath

Ray Dalio

117,656 views • 6 months ago

A Message To American Voters From Tucker Carlson “The people who run our country are destroying it, and they're doing it on purpose. And there's no doubt about that in my mind, and I've withheld judgment for a number of years now. But with what they've done at the border, completely changing the population of the country, letting in millions and millions of people who have no connection to the United States, can't possibly help our economy, can't possibly unify our very fractured civic culture and whose loyalty to a knowledge of the United States is completely in question. In fact, their identities are in question. We don't know who they are, and they're coming through a country in the middle of a drug war. The whole thing is not by the way, bad management or they're not doing their job. No. They're destroying the United States on purpose. And so I'd begin with that. So the idea that those same people are going to somehow affect positive change in Eastern Europe, a region they know nothing about, and it's demonstrable. They don't know anything at all, it’s, like, insane to me. And the fact that Republican leaders who really are either, in many cases, just they just don't know, or they're controlled, that is true, are on board with this is just infuriating.”
1:03

A Message To American Voters From Tucker Carlson “The people who run our country are destroying it, and they're doing it on purpose. And there's no doubt about that in my mind, and I've withheld judgment for a number of years now. But with what they've done at the border, completely changing the population of the country, letting in millions and millions of people who have no connection to the United States, can't possibly help our economy, can't possibly unify our very fractured civic culture and whose loyalty to a knowledge of the United States is completely in question. In fact, their identities are in question. We don't know who they are, and they're coming through a country in the middle of a drug war. The whole thing is not by the way, bad management or they're not doing their job. No. They're destroying the United States on purpose. And so I'd begin with that. So the idea that those same people are going to somehow affect positive change in Eastern Europe, a region they know nothing about, and it's demonstrable. They don't know anything at all, it’s, like, insane to me. And the fact that Republican leaders who really are either, in many cases, just they just don't know, or they're controlled, that is true, are on board with this is just infuriating.”

Eddie

431,225 views • 1 year ago

THE CEO OF OPENAI SAM ALTMAN JUST EXPLAINED WHY MOST PEOPLE THINK ABOUT DECISION-MAKING COMPLETELY WRONG There are only a handful of truly strategic decisions - maybe 1-2 a month, not a year - but that doesn't mean the rest don't matter. The difference between WHAT decisions and HOW decisions - and most people only think about the first kind. Are we building ChatGPT or not - that's one WHAT decision. But making that decision successful requires 10,000 small HOW decisions along the way - and that's exactly where companies win or lose. People who say a CEO makes 1-2 decisions a year have simply never tried to run a complex organization - because at the execution level every single day is dozens of HOW decisions that either reinforce or destroy that one strategic WHAT.
0:36

THE CEO OF OPENAI SAM ALTMAN JUST EXPLAINED WHY MOST PEOPLE THINK ABOUT DECISION-MAKING COMPLETELY WRONG There are only a handful of truly strategic decisions - maybe 1-2 a month, not a year - but that doesn't mean the rest don't matter. The difference between WHAT decisions and HOW decisions - and most people only think about the first kind. Are we building ChatGPT or not - that's one WHAT decision. But making that decision successful requires 10,000 small HOW decisions along the way - and that's exactly where companies win or lose. People who say a CEO makes 1-2 decisions a year have simply never tried to run a complex organization - because at the execution level every single day is dozens of HOW decisions that either reinforce or destroy that one strategic WHAT.

Noisy

32,400 views • 3 months ago