Farsighted: How We Make the Decisions That Matter the Most

Imagine that I’m visiting a distant city, and a local friend volunteers to drive me to the airport. I don’t know the neighborhood. Each time my friend approaches a street intersection, I don’t know whether my friend will turn left, turn right, or continue straight ahead. I can’t predict my friend’s move even as we approach each individual intersect

In many situations, the main impediment to action is the forlorn hope that certain painful choices or actions can be avoided—that the whole long list of hoped-for “priorities” can all be achieved. It is the hard craft of strategy to decide which priority shall take precedence. Only then can action be taken. And, interestingly, there is no greater t

using robust theory to predict what will happen has a much greater chance of success.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising pr