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“It’s clear that Germany has very distinct differences in its business structure and cultural makeup,” says Tony Danker, CEO of Be the Business, which campaigns to spread best practice on productivity to British companies. “There is real interest in continuous improvement and building business networks and institutions that focus on this. This spirit and activity feels eminently replicable even if the institutions are not.”

Indeed, a key difference between the U.K. and Germany lies in the training that workers receive. Although German managers are less likely to have higher educational qualifications, they have often received vocational training that builds workplace expertise. And despite the U.K. having more tertiary-educated managers than Germany, the Organization for Economic Cooperation and Development data show their actual skills, in literacy and data management, are lower.

Here’s a philosophical exercise. Imagine a situation in which a civilian commits an injustice, the kind against which you believe it is permissible to use deception, subterfuge or violence to defend yourself or others. For instance, imagine your friend makes an improper stop at a red light, and his dad, in anger, yanks him out of the car, beats the hell out of him, and continues to strike the back of his skull even after your friend lies subdued and prostrate. May you use violence, if it’s necessary to stop the father? Now imagine the same scene, except this time the attacker is a police officer in Ohio, and the victim is Richard Hubbard III, who in 2017 experienced just such an attack as described. Does that change things? Must you let the police officer possibly kill Hubbard rather than intervene?

Most people answer yes, believing that we are forbidden from stopping government agents who violate our rights. I find this puzzling. On this view, my neighbours can eliminate our right of self-defence and our rights to defend others by granting someone an office or passing a bad law. On this view, our rights to life, liberty, due process and security of person can disappear by political fiat – or even when a cop has a bad day. In When All Else Fails: The Ethics of Resistance to State Injustice (2019), I argue instead that we may act defensively against government agents under the same conditions in which we may act defensively against civilians. In my view, civilian and government agents are on a par, and we have identical rights of self-defence (and defence of others) against both. We should presume, by default, that government agents have no special immunity against self-defence, unless we can discover good reason to think otherwise. But it turns out that the leading arguments for special immunity are weak.

Why do groups of humans sometimes exhibit collective wisdom and at other times madness? Can we reduce the risk of maladaptive herding and at the same time increase the possibility of collective wisdom?

Understanding this apparent conflict has been a longstanding problem in social science. The key to this puzzle could be the way that individuals use information from others versus information gained from their own trial-and-error problem solving. If people simply copy others without reference to their own experience, any idea – even a bad one – can spread. So how can social learning improve our decision making? Striking the right balance between copying others and relying on personal experience is key. Yet we still need to know exactly what the right balance is.

Our results suggest that we should be more aware of the risk of maladaptive herding when these conditions – large group size and a difficult problem – prevail. We should take account of not just the most popular opinion, but also other minority opinions. In thinking this way, the crowd can avoid maladaptive herding behaviour. This research could inform how collective intelligence is applied to real-world situations, including online shopping and prediction markets.

The problem with Montezuma’s Revenge is that it doesn’t provide regular rewards for the AI agent. It’s a puzzle-platformer where players have to explore an underground pyramid, dodging traps and enemies while collecting keys that unlock doors and special items. If you were training an AI agent to beat the game, you could reward it for staying alive and collecting keys, but how do you teach it to save certain keys for certain items, and use those items to overcome traps and complete the level? The answer: curiosity.