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  • 674. What Most People Misunderstand About Persuasion & How to Get It Right with Josh Bandoch

    674. What Most People Misunderstand About Persuasion & How to Get It Right with Josh Bandoch
    2026/08/07
    It might sound counterintuitive, but when it comes to the art of persuasion, using a logic-first approach is the last thing you want to do. This is because, in reality, every human being is wired to feel first, and reason later. Josh Bandoch is Senior Vice President for Policy Research at the Foundation for Research Into Equal Opportunity and has spent years becoming a master of persuasion. His latest book, How to Get What You Want: Mastering the Art and Science of Persuasion, is the ultimate guide to understanding the techniques that will actually move people, and the science behind why. In this episode, Greg and Josh discuss the critical role of emotional intelligence in effective persuasion, how to listen and engage with your audience, “the granny test,” and how Montesquieu’s teachings on particularism can apply to persuasion. *unSILOed Podcast is produced by University FM.* Episode Quotes: Research rigor isn't enough on its own [05:44] We want to marry the IQ that the research rigor, the intellectualism gives us, you have to marry that with emotional intelligence. Because you could have the most rigorously researched paper in the history of mankind and if you deliver that in a way that is not emotionally intelligent, might or might be emotionally unintelligent, then it’s going to be counterproductive. So, you need to marry those two together and think about how you deliver this information in a way that your audience receives it warmly and they’re willing to actually do something that you want them to do with it. That’s where the sweet spot is. Every human being is wired to feel first, and reason later. [05:12] All a billion of us are wired to feel first then reason. Sometimes it’s feel then reason. Sometimes it’s a feeling we never get to reasoning. And moreover, people who tragically suffer brain damage and lose the ability to emote, they actually see their reasoning impaired, which means that the logic-first approach to persuasion is actually illogical. Why we can't stop talking about ourselves [12:02] There are five aspects of our cognitive wiring that are foundational to persuasion that are central to the book. One is that it’s about them, not you, but we’re wired to think and talk all about ourselves, which isn’t persuasive. So, we’re wired to think and talk about ourselves. Talking about ourselves generates the same sensations in our brain as sex and money. It feels really good. And it’s just, it’s a survival mechanism. So, like if we don’t think a talk about ourselves, who’s going to? Quite possibly nobody. On what he thinks about AI being more persuasive than humans. [51:52] I’m open to the prospect that the average AI can be more persuasive than the average human because maybe the average human doesn’t bring the calm, or maybe there are some basic, sort of, persuasion tools that AI can use. I still don’t think, and I don’t think we’ll ever be at the point where the most persuasive AI is going to be as good as the most persuasive humans. And even if we are, it’s still the humans who are making the decisions. Show Links: Recommended Resources: Thinking, Fast and SlowHow to be more persuasive | Joshua Bandoch | TEDxIllinois TechMilton FriedmanModes of persuasionThe Spirit of Law Immanuel KantJohn Locke Guest Profile: Vice President Profile at The Foundation for Research on Equal OpportunityProfessional WebsiteProfessional Profile on LinkedIn Guest Work: How to Get What You Want: Mastering the Art and Science of Persuasion The Politics of Place: Montesquieu, Particularism, and the Pursuit of Liberty 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
  • 673. The World’s Progress Has Stagnated & AI Might Not Change That, with Carl Benedikt Frey

    673. The World’s Progress Has Stagnated & AI Might Not Change That, with Carl Benedikt Frey
    2026/08/05
    What does the history of human innovation tell us about the current moment we’re in? It tells us that, despite the computational and AI gains of the last few decades, the world’s progress is a bit flat. Why? Carl Benedikt Frey is an associate professor of AI & Work at the University of Oxford and directs the Future of Work Programme at Oxford. His latest book, How Progress Ends: Technology, Innovation, and the Fate of Nations, examines the world’s start and stall relationship with progress over the last thousand years. In this episode, Carl and Greg dive into the history of how centralized and decentralized systems have impacted the world’s technological innovation. They contrast China’s earlier technological lead and bureaucratic state-building with Europe’s decentralized politics that enabled the Scientific and Industrial Revolutions, Prussia’s critical role in advancing progress, and why despite the breakthroughs with AI, the world could be facing an era of less progress and more stagnation. *unSILOed Podcast is produced by University FM.* Episode Quotes: The real driver of progress [49:28] Most progress comes from doing new and previously inconceivable things. And if we begin seeing more entry in the AI applied to entirely new products and industries, then I think it can be a much more sustained productivity growth. And so how progress ends refers to the pattern that what we've seen globally for the past two decades is productivity stagnation. And the point is not that that trend cannot be reversed, but doesn't look too encouraging at the moment, I would say. Is US innovation actually paying off? [47:16] I think even if you look at space innovation, the, sort of, real upsurge comes in the 1990s with privatization. And so since then if you look at patenting we haven't seen anything similar. And I don't want to diminish the compliments of SpaceX, but I think it's a continuation of what happened in the '90s, not the new pattern. And clearly there's innovation happening in the United States, but it's not yet showing up in the productivity statistics. And so, you can have exponential technologies without exponential growth. How historical incentives created the meritocratic state capacity behind East Asia's successful industrial policy. [14:00] To study for the civil service examination, you had to memorize the Confucian classics. There was no emphasis on science, technology, and engineering. And it was the way that you could move up in the social hierarchy. It was the best escalator for social mobility there was. And so if Galileo had been born in China, he would probably have been a bureaucrat rather than a scientist, and such were the incentives. And I think it's interesting, and I think it's a point worthwhile making, that really long-lasting legacy of a meritocratic civil service is still there in China today, and it's still there in East Asia more broadly, and it's still there in the countries that we think of as being the most successful in industrial policy, right? Show Links: Recommended Resources: Alexander GerschenkronEscape from Rome: The Failure of Empire and the Road to Prosperity by Walter ScheidelVoltaireRené DescartesHuguenotsPrussian Reform MovementCrédit Mobilier scandalLosing the War with Japan | PBS FrontlineManhattan ProjectMIT Radiation Laboratory (Rad Lab) Guest Profile: Faculty Profile at University of OxfordProfessional WebsiteProfessional Profile on LinkedIn Guest Work: How Progress Ends: Technology, Innovation, and the Fate of NationsThe Technology Trap: Capital, Labor, and Power in the Age of Automation If you enjoyed this show, here are some other unSILOed episodes you may like: Economic Growth in the Age of Automation with Carl Benedikt Frey 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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    53 分
  • 672. Robot-Proof Yourself: Navigating AI's Impact on Work and Life with Vivienne Ming

    672. Robot-Proof Yourself: Navigating AI's Impact on Work and Life with Vivienne Ming
    2026/07/31
    Vivienne Ming is the executive chair at Human Trust, Founder and Executive Chair at Socos Labs, Professor, and author of the book Robot-Proof: When Machines Have all the Answers, Build Better People. Greg and Vivienne talk about how AI will reshape work and why the common narratives are really “lazy myths.” Vivienne argues that AI is superhuman at well‑posed problems but humans still retain a relative advantage in ‘ill‑posed problems,’ contributing to a U‑shaped labor demand with erosion of jobs in the middle of it. She criticizes benchmark-driven, autonomous AI development and calls for optimizing hybrid intelligence, better education focused on foundation/meta‑learning skills (curiosity, working memory, perspective-taking, intellectual humility). Vivienne and Greg debate the merits of UBI as a solution, when discussing how destabilizing mass unemployment would be, and describes experiments where human‑AI “cyborgs” matched expert prediction markets when participants actively challenged AI rather than copying it. She ultimately delivers her message of hope for the future and belief in the humanity of humans. *unSILOed Podcast is produced by University FM.* Episode Quotes: Where humans beat AI 13:47: The most interesting problems that feel rare to us, but in almost the entire game are the ill-posed problems. These are the things where, forget right answers, we don't even know what the questions are. And, it may seem sort of trivially, almost axiomatic, to say that while the space of well-posed problems is vast, everything humanity has figured out. Play around with Gemini or GPT or any model you want and be proud. What it can produce is a testament to what humanity has discovered about the world. And sometimes it produces ugly things, and that's a reflection of us too. But the set of things we do not yet know is infinite. Our relative advantage is in ill-posed problems. The importance of foundational skills 45:25: Developing foundation skills isn't just about a better job. It's about a better life. What an amazing opportunity to take this moment in history and not just concern ourselves with whether I'm gonna boo Eric Schmidt because he's doubling down on AI and I feel like I'm losing a job, but to actually see that moment as an opportunity to invest in humanity in the way, almost paradoxically, we always should have been, but we didn't have to, and so we didn't. On transforming people relationship with work 22:56: Viewing your college education simply as a license to earn money, I think, also deserves a lot of self-skepticism. So we need to really transform work, but we also need to transform people's relationships with work, because we simply don't run a factory line economy anymore. I don't need you to be a very sophisticated cog where you're given orders and you execute them, and only a few people are smart enough, like you, to execute those orders. Pretty much everyone's job now, if I may be so self-elevating, is my job. People bring you unknown problems, you gotta figure them out, and I think that's terrifying, and no one's educating the next generation workforce on how to do it. Show Links: Recommended Resources: Jevons ParadoxGenerative AIAlphaGoDaron AcemogluJacquard MachineIndustrial RevolutionJames HeckmanRaj Chetty Guest Profile: Profile at Socos LabsLinkedIn ProfileWikipedia PageSocial Profile on X Guest Work: Robot-Proof: When Machines Have all the Answers, Build Better People 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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    58 分
  • 671. The Intersection of Culture and Data with Sebastian Wernicke

    671. The Intersection of Culture and Data with Sebastian Wernicke
    2026/07/28
    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’​ experimentMarissa MayerGoodhart's LawRichard Rumelt Guest Profile: LinkedIn ProfileProfessional Profile on Oxera Guest Work: Data Inspired: Building an Organizational Culture of Inquiry for Lasting TransformationSebastian’s TED TalksData 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.
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    56 分
  • 670. Exploring Jewish Assimilation, Legacy, and Identity with Nicholas Lemann

    670. Exploring Jewish Assimilation, Legacy, and Identity with Nicholas Lemann
    2026/07/24
    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 MendelssohnPittsburgh PlatformLillian HellmanZionismAntisemitismFelix FrankfurterJames TobinSATJack WelchAdolf A. BerleLouis BrandeisPeter DruckerMichael C. JensenTheory of the firm: Managerial behavior, agency costs and ownership structureWerner ErhardReid Hoffman Guest Profile: Faculty Profile at Columbia Journalism SchoolProfile at Tulane UniversityLinkedIn ProfileWikipedia Page Guest Work: Amazon Author PageReturning: A Search for Home Across Three CenturiesHigher Admissions: The Rise, Decline, and Return of Standardized TestingTransaction Man: Traders, Disrupters, and the Dismantling of Middle-Class AmericaAmerican Democracy: 21 Historic Answers to 5 Urgent QuestionsThe Promised Land: The Great Black Migration and How It Changed AmericaBy Nicholas Lemann - Redemption: The Last Battle of the Civil WarThe 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.
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    1 時間 1 分
  • 669. Liberalism and Discontent: Exploring Modern Democracy with Francis Fukuyama

    669. Liberalism and Discontent: Exploring Modern Democracy with Francis Fukuyama
    2026/07/21
    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 DevelopmentKarl MarxLiberalismThumosBob IgerChoosing the Right Pond: Human Behavior and the Quest for StatusJoel MokyrRoman EmpireReformationCaesaropapismHenry II of EnglandEstates of the RealmOliver CromwellGlorious RevolutionAssize of Novel DisseisinCode of JustinianNeal StephensonRobert D. Putnam Guest Profile: Faculty Profile at Stanford UniversityWikipedia ProfileSocial Profile on X Guest Work: Amazon Author PageIn the Realm of the Last Man: A MemoirLiberalism and Its DiscontentsIdentity: The Demand for Dignity and the Politics of ResentmentState Building: Governance and World Order in the 21st CenturyPolitical Order and Political Decay: From the Industrial Revolution to the Globalization of DemocracyThe Origins of Political Order: From Prehuman Times to the French RevolutionOur Posthuman Future: Consequences of the Biotechnology...
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    58 分
  • 668. Decoding Culture’s Role in Strategy and Success with Jennifer A. Chatman and Glenn R. Carroll

    668. Decoding Culture’s Role in Strategy and Success with Jennifer A. Chatman and Glenn R. Carroll
    2026/07/15
    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 HastingsClifford GeertzBronisław MalinowskiGenentech Guest Profiles: Jennifer Chatman Dean Profile at UC BerkeleyJennifer Chatman Professional WebsiteJennifer Chatman LinkedIn ProfileGlenn Carroll Faculty Profile at Stanford UniversityGlenn Carroll LinkedIn Profile Guest Work: Making Organizational Culture Great: Moving Beyond Popular Beliefs Making Great Strategy: Arguing for Organizational AdvantageThe 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.
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    56 分
  • 667. The Race to Efficiency & Why Construction Is Behind with Brian Potter

    667. The Race to Efficiency & Why Construction Is Behind with Brian Potter
    2026/07/08
    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 FactoryKaterraHenry FordDo Management Interventions Last? Evidence from India by Bloom, Roberts, McKenzie, and MahajanNicholas Bloom - The Science of ManagementJohn Roberts - The In’s and Out’s of Organizational EconomicsScale and Scope: The Dynamics of Industrial CapitalismThe Visible Hand: The Managerial Revolution in American BusinessFrederick Winslow TaylorJoel Mokyr Guest Profile: Fellow Profile at Institute for ProgressProfessional 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.
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    46 分