In 1957, Robert Rubin took a class as a college sophomore, and it changed his life. The professor's name was Raphael Demos and the subject of the class was an introduction to philosophy. But what Professor Demos was really teaching his students, and what struck Rubin so profoundly, was how to think about thinking itself. The realization that would stay with Rubin for the rest of his life, guiding him on a glittering career to the heights of both finance and politics, was that there is no such thing as certainty. Uncertainty is everywhere and we must learn to live with it, if we hope to succeed. But what does this really entail at a time when decision-makers in both government and business are faced with a series of worsening and often interlocking crises? How can we make good decisions in the face of severe political turmoil, a burgeoning and existential climate crisis, and confronted with the lingering threat of global pandemic? In other words, how can we make good decisions when the
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In 1957, Robert Rubin took a class as a college sophomore, and it changed his life. The professor's name was Raphael Demos and the subject of the class was an introduction to philosophy. But what Professor Demos was really teaching his students, and what struck Rubin so profoundly, was how to think about thinking itself. The realization that would stay with Rubin for the rest of his life, guiding him on a glittering career to the heights of both finance and politics, was that there is no such thing as certainty. Uncertainty is everywhere and we must learn to live with it, if we hope to succeed. But what does this really entail at a time when decision-makers in both government and business are faced with a series of worsening and often interlocking crises? How can we make good decisions in the face of severe political turmoil, a burgeoning and existential climate crisis, and confronted with the lingering threat of global pandemic? In other words, how can we make good decisions when the
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