『unSILOed with Greg LaBlanc』のカバーアート

unSILOed with Greg LaBlanc

unSILOed with Greg LaBlanc

著者： 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.*All rights reserved. アート 文学史・文学批評 経済学
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  • 601. King Dollar: The Enduring Dominance of the US Currency feat. Paul Blustein

    601. King Dollar: The Enduring Dominance of the US Currency feat. Paul Blustein
    2025/11/27
    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.
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    52 分
  • 600. The Intersection of Business Theory and Practice feat. Jay Barney

    600. The Intersection of Business Theory and Practice feat. Jay Barney
    2025/11/24
    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 Bloom (podcast)Michael PorterDavid Teece (podcast)William 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 OrganizationsJay 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.
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    1 時間 4 分
  • 599. Why Authenticity Might Not Be the Answer feat. Tomas Chamorro-Premuzic

    599. Why Authenticity Might Not Be the Answer feat. Tomas Chamorro-Premuzic
    2025/11/20
    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.
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    52 分
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