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Despite History’s mantle of preserving and purveying an accurate picture of the past, hewing to the letter of historical accuracy wasn’t possible in the case of a dramatic series based on fragmented documentation, hence a large degree of dramatic license was employed.

“I especially had to take liberties with ‘Vikings’ because no one knows for sure what happened in the Dark Ages,” Mr. Hirst said. “Very little was written then.” The bottom line, he explained, was: “We want people to watch it. A historical account of the Vikings would reach hundreds, occasionally thousands, of people. Here we’ve got to reach millions.”

he was hard put to replicate authentic fabrics and woods. One of the biggest challenges he faced, he added, was improvising lighting sources for Viking homes and halls, which had no windows, making engaging photography of a strictly realistic interior setting impossible.

"Before the Rok runestone was erected, a number of events occurred which must have seemed extremely ominous," said Bo Graslund, professor in archaeology at Uppsala University, one of the authors of the paper. "A powerful solar storm colored the sky in dramatic shades of red, crop yields suffered from an extremely cold summer, and later a solar eclipse occurred just after sunrise."

To try to cover up the obvious shortcomings of their profoundly antisocial pedagogical model, many business schools tack on courses in ethics, corporate social responsibility, and the like, then shrug their collective shoulders when their graduates behave in ways that would make Vikings and pirates blush.

The only truly socially responsible management curriculum would be one built from the ground up out of the liberal arts – economics, of course, but also history, philosophy, political science, psychology, and sociology – because those are the core disciplines of social scientific and humanistic inquiry.

Properly understood, they are not “subjects” but ways of thinking about human beings, their behaviors, their institutions (of which businesses are just a small subset), and the ways they interact with the natural world. Only intelligent people with broad and deep backgrounds in the liberal arts can consistently make ethical decisions that are good for stakeholders, consumers, and the world they share.

Precisely because they are not deeply rooted in the liberal arts, many business schools try to inculcate messages into the brains of their students that are unscientific, mere fashions that cycle into and then out of popularity.

No one can seriously purport to understand corporate X (finance, formation, governance, social responsibility, etc.) today who does not understand X’s origins and subsequent development. Often, then, the historian of corporate X is the real expert, not the business school professor who did a little consulting, a few interviews, and a survey.

Lurking somewhere in the background of most great business leaders, ones who helped their companies, their customers, and the world, is a liberal arts education.

Instead of forcing students to choose between a broad liberal arts degree or a business career, business schools and liberal arts departments ought to work together to integrate all methods of knowing into a seamless whole focused on key questions and problems important to us all

There is not a single question of importance in the business world that does not have economic, historical, philosophical, political, psychological, and sociological components that are absolutely crucial to making good (right and moral) decisions. So why continue to divide understanding of the real world into hoary compartments

sometimes with disastrous consequences, such as last year when a Robinhood user died by suicide after mistakenly believing that he’d lost US$750,000.

The psychological impact of game play can also be harnessed for profit.

Games also mimic rites of passage similar to religious rituals and draw players into highly focused “flow states” that dramatically alter self-awareness. This sensory blend of flow and mastery are what make games fun and sometimes addicting: “Just one more turn” thinking can last for hours, and players forget to eat and sleep. Players who barely remember yesterday’s breakfast recall visceral details from games played decades ago.

The reason games are so captivating is that they challenge the mind to learn new things and are generally safe spaces to face and overcome failure.

For example, many free-to-play video games such as Angry Birds 2 and Fortnite give players the option to spend real money on in-game items such as new and even angrier birds or character skins.

This “free-to-play” model is so profitable that it’s grown increasingly popular with video game designers and publishers.

Gamification, however, goes one step further and uses gaming elements to influence real-world behavior.

. Common elements include badges, points, rankings and progress bars that visually encourage players to achieve goals.

Many readers likely have experienced this type of gamification to improve personal fitness, get better grades, build savings accounts and even solve major scientific problems. Some initiatives also include offering rewards that can be cashed in for participating in actual civic projects, such as volunteering in a park, commenting on a piece of legislation or visiting a government website.

it wasn’t until 2017, when a group of Swedish archaeologists and geneticists extracted DNA from the remains, that the sex of the warrior indeed proved to be female.

In archaeology, as the researchers admitted, we can’t always know why a community buried someone with particular objects. And one female warrior does not mean that many women were leaders, just as the reign of Queen Elizabeth I was not part of a larger feminist movement.

These findings don’t reveal an ancient matriarchy. But neither do they reaffirm the idea of societies in which men dominate completely. What they indicate is a lot more mundane and relatable: Some women were warriors and leaders; many weren’t. There was inequality, but it wasn’t absolute, and there were a lot of shifts over time.

You might be well-intentioned, rational, and mistaken, simply because so much in our thinking can go wrong. (“RATIONAL, adj.: Devoid of all delusions save those of observation, experience and reflection,”

You might be rational and self-deceptive, because telling yourself that you are rational can itself become a source of bias. It’s possible that you are trying to appear rational only because you want to impress people; or that you are more rational about some things (your job) than others (your kids); or that your rationality gives way to rancor as soon as your ideas are challenged. Perhaps you irrationally insist on answering difficult questions yourself when you’d be better off trusting the expert consensus.

Not just individuals but societies can fall prey to false or compromised rationality. In a 2014 book, “The Revolt of the Public and the Crisis of Authority in the New Millennium,” Martin Gurri, a C.I.A. analyst turned libertarian social thinker, argued that the unmasking of allegedly pseudo-rational institutions had become the central drama of our age: people around the world, having concluded that the bigwigs in our colleges, newsrooms, and legislatures were better at appearing rational than at being so, had embraced a nihilist populism that sees all forms of public rationality as suspect.

modern life would be impossible without those rational systems; we must improve them, not reject them. We have no choice but to wrestle with rationality—an ideal that, the sociologist Max Weber wrote, “contains within itself a world of contradictions.”

Where others might be completely convinced that G.M.O.s are bad, or that Jack is trustworthy, or that the enemy is Eurasia, a Bayesian assigns probabilities to these propositions. She doesn’t build an immovable world view; instead, by continually updating her probabilities, she inches closer to a more useful account of reality. The cooking is never done.

Rationality is one of humanity’s superpowers. How do we keep from misusing it?

Start with the big picture, fixing it firmly in your mind. Be cautious as you integrate new information, and don’t jump to conclusions. Notice when new data points do and do not alter your baseline assumptions (most of the time, they won’t alter them), but keep track of how often those assumptions seem contradicted by what’s new. Beware the power of alarming news, and proceed by putting it in a broader, real-world context.

Bayesian reasoning implies a few “best practices.”

Keep the cooked information over here and the raw information over there; remember that raw ingredients often reduce over heat

We want to live in a more rational society, but not in a falsely rationalized one. We want to be more rational as individuals, but not to overdo it. We need to know when to think and when to stop thinking, when to doubt and when to trust.

But the real power of the Bayesian approach isn’t procedural; it’s that it replaces the facts in our minds with probabilities.

Applied to specific problems—Should you invest in Tesla? How bad is the Delta variant?—the techniques promoted by rationality writers are clarifying and powerful.

the rationality movement is also a social movement; rationalists today form what is sometimes called the “rationality community,” and, as evangelists, they hope to increase its size.

In “Rationality,” “The Scout Mindset,” and other similar books, irrationality is often presented as a form of misbehavior, which might be rectified through education or socialization.

Greg tells me that, in his business, it’s not enough to have rational thoughts. Someone who’s used to pondering questions at leisure might struggle to learn and reason when the clock is ticking; someone who is good at reaching rational conclusions might not be willing to sign on the dotted line when the time comes. Greg’s hedge-fund colleagues describe as “commercial”—a compliment—someone who is not only rational but timely and decisive.

You can know what’s right but still struggle to do it.

Following through on your own conclusions is one challenge. But a rationalist must also be “metarational,” willing to hand over the thinking keys when someone else is better informed or better trained. This, too, is harder than it sounds.

For all this to happen, rationality is necessary, but not sufficient. Thinking straight is just part of the work. 

I found it possible to be metarational with my dad not just because I respected his mind but because I knew that he was a good and cautious person who had my and my mother’s best interests at heart.

between the two of us, we had the right ingredients—mutual trust, mutual concern, and a shared commitment to reason and to act.

Intellectually, we understand that our complex society requires the division of both practical and cognitive labor. We accept that our knowledge maps are limited not just by our smarts but by our time and interests. Still, like Gurri’s populists, rationalists may stage their own contrarian revolts, repeatedly finding that no one’s opinions but their own are defensible. In letting go, as in following through, one’s whole personality gets involved.

in truth, it maps out a series of escalating challenges. In search of facts, we must make do with probabilities. Unable to know it all for ourselves, we must rely on others who care enough to know. We must act while we are still uncertain, and we must act in time—sometimes individually, but often together.

The realities of rationality are humbling. Know things; want things; use what you know to get what you want. It sounds like a simple formula.

The real challenge isn’t being right but knowing how wrong you might be.By Joshua RothmanAugust 16, 2021

Writing about rationality in the early twentieth century, Weber saw himself as coming to grips with a titanic force—an ascendant outlook that was rewriting our values. He talked about rationality in many different ways. We can practice the instrumental rationality of means and ends (how do I get what I want?) and the value rationality of purposes and goals (do I have good reasons for wanting what I want?). We can pursue the rationality of affect (am I cool, calm, and collected?) or develop the rationality of habit (do I live an ordered, or “rationalized,” life?).

Weber worried that it was turning each individual into a “cog in the machine,” and life into an “iron cage.” Today, rationality and the words around it are still shadowed with Weberian pessimism and cursed with double meanings. You’re rationalizing the org chart: are you bringing order to chaos, or justifying the illogical?

For Aristotle, rationality was what separated human beings from animals. For the authors of “The Rationality Quotient,” it’s a mental faculty, parallel to but distinct from intelligence, which involves a person’s ability to juggle many scenarios in her head at once, without letting any one monopolize her attention or bias her against the rest.

In “The Rationality Quotient: Toward a Test of Rational Thinking” (M.I.T.), from 2016, the psychologists Keith E. Stanovich, Richard F. West, and Maggie E. Toplak call rationality “a torturous and tortured term,” in part because philosophers, sociologists, psychologists, and economists have all defined it differently

Galef, who hosts a podcast called “Rationally Speaking” and co-founded the nonprofit Center for Applied Rationality, in Berkeley, barely uses the word “rationality” in her book on the subject. Instead, she describes a “scout mindset,” which can help you “to recognize when you are wrong, to seek out your blind spots, to test your assumptions and change course.” (The “soldier mindset,” by contrast, encourages you to defend your positions at any cost.)

Galef tends to see rationality as a method for acquiring more accurate views.

Pinker, a cognitive and evolutionary psychologist, sees it instrumentally, as “the ability to use knowledge to attain goals.” By this definition, to be a rational person you have to know things, you have to want things, and you have to use what you know to get what you want.

Introspection is key to rationality. A rational person must practice what the neuroscientist Stephen Fleming, in “Know Thyself: The Science of Self-Awareness” (Basic Books), calls “metacognition,” or “the ability to think about our own thinking”—“a fragile, beautiful, and frankly bizarre feature of the human mind.”

A successful student uses metacognition to know when he needs to study more and when he’s studied enough: essentially, parts of his brain are monitoring other parts.

In everyday life, the biggest obstacle to metacognition is what psychologists call the “illusion of fluency.” As we perform increasingly familiar tasks, we monitor our performance less rigorously; this happens when we drive, or fold laundry, and also when we think thoughts we’ve thought many times before

The trick is to break the illusion of fluency, and to encourage an “awareness of ignorance.”

metacognition is a skill. Some people are better at it than others. Galef believes that, by “calibrating” our metacognitive minds, we can improve our performance and so become more rational

There are many calibration methods

nowing about what you know is Rationality 101. The advanced coursework has to do with changes in your knowledge.

Most of us stay informed straightforwardly—by taking in new information. Rationalists do the same, but self-consciously, with an eye to deliberately redrawing their mental maps.

The challenge is that news about distant territories drifts in from many sources; fresh facts and opinions aren’t uniformly significant. In recent decades, rationalists confronting this problem have rallied behind the work of Thomas Bayes

So-called Bayesian reasoning—a particular thinking technique, with its own distinctive jargon—has become de rigueur.

the basic idea is simple. When new information comes in, you don’t want it to replace old information wholesale. Instead, you want it to modify what you already know to an appropriate degree. The degree of modification depends both on your confidence in your preëxisting knowledge and on the value of the new data. Bayesian reasoners begin with what they call the “prior” probability of something being true, and then find out if they need to adjust it.

Bayesian reasoning is an approach to statistics, but you can use it to interpret all sorts of new information.