domingo, maio 27, 2018

Selecção e subsídios

Com Maliranta em 2007 aprendi aquela frase com que se inicia a coluna das citações:
"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."
Mas, e como isto é profundo:
"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação.
E o grande finale:
"As creative destruction is shown to be an important element of economic growth, there is definitely a case for public policy to support this process, or at least avoid disturbing it without good reason. Competition in product markets is important. Subsidies, on the other hand, may insulate low productivity plants and firms from healthy market selection, and curb incentives for improving their productivity performance. Business failures, plant shutdowns and layoffs are the unavoidable byproducts of economic development."
Com Taleb em 2018 voltei ao tema:
"Systems don’t learn because people learn individually –that’s the myth of modernity. Systems learn at the collective level by the mechanism of selection: by eliminating those elements that reduce the fitness of the whole, provided these have skin in the game." 
E agora volto a encontrar mais tijolos para a estrutura em "Why Leaders Get Stuck at Average":
"We don’t automatically improve as time passes.  The longer we do something the more likely we are to do it like we’ve always done it.
Leading doesn’t make you a better leader. Just like playing golf doesn’t make you a better golfer.
The only way to improve performance – in any field – is purposeful practice. (Researchers and authors often use the expression ‘deliberate practice’.)"
E em "A basic theory of inheritance: How bad practice prevails":
"All organizations have “best practices”: habits that they have picked up in the past or mimicked from others. Managers often believe that these must be the best ways of doing things, because otherwise market forces would have eliminated them. The theory in the paper explains why this belief may be wrong. Some enduring practices may be harmful without managers realizing it because it is not necessarily the most optimal practices that survive (just like harmful viruses persist in nature)."

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