Andreas Kappes’s posts

The Campaign Trail as a Carnival of Virtues

by Andreas Kappes

@AnKappes

Imagine you are asked to evaluate candidates who apply for a job. The person who gets the job will interact with you a lot. What would be more important to you, that the person is friendly, honest, and overall a good person or that the person is competent, educated, and good at what they are doing?

Or imagine your adult child is bringing home a new partner, would you rather have that person to be honest and trustworthy or have a great job and a great salary?

Now, consider the next prime minster of Britain. Do you want to give the job to a person that has good intentions toward you and people you like, or do you want somebody who is fantastically efficient in implementing their policies?

Ideally, you want each of the people mentioned so far to have both but that is not how life often works. If you have to choose, then, what do you feel is the lesser evil (or the greater good)?

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When People Work Together is Less More or Less (and is More Less or More)?

Written by Andreas Kappes

This is an unedited version of Andreas Kappes’ article which was originally  published on The Conversation

Twitter:@ankappes

Doping in sports often gives us intriguing insights not only into how we think about right and wrong1, but also into our intuitions about performance. In the aftermath of the latest doping scandal, for instance, Arsene Wegner, eminent football manager of Arsenal London, accused the Uefa (governing body of European football) of “basically accepting” doping 2. Arsenal London had just lost to Dynamo Kiev and one player form the Ukrainian team was caught doping. Uefa did not punish the Ukrainians, only the perpetrator. But surely, one doped player makes a team better, gives an unfair advantage to them, right? This intuition reflects how most of us think about performance in groups, not only in sports, but group performance everywhere. More of something that enhances individual performance such as expertise or skill is also more success for the team, and more of something that impairs individual performance such as sleep deprivation or stress means also less success for the team. Continue reading

Two Tales of Marshmallows and their Implications for Free Will

Patricia Churchland, a prominent Neurophilosopher, just published a book on neuroscience and its ethical implications which led to a rather nasty exchange in the New York Review of Books with fellow philosopher Colin McGinn.  His pointed, to put it mildly, criticism of her work was based on philosophical considerations about the implications neuroscience has, or, as he argues, lacks, for the philosophy of mind. This criticism evoked two sentiments in me. First, I felt a strong sense of hopelessness for a world in which not even two philosophers can engage in a sober, respectful argument about something they disagree on; not even under the tutelage of the editors of the New York Review of Books, one of the so-called sanctuaries of intellectualism. Good luck Palestine and Israel! Thereafter, I remembered the unease I at times felt as a psychologist when hearing or reading about Churchland’s work.

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The Right to Forget the Stock Market’s blemished Past

One of the great pleasures of studying human behaviour is to see that what we find in our experiments, what we theorize in our papers and textbooks – as unlikely and counterintuitive it appears to be – actually predicts what happens in so-called real life. Take, for instance, the current build-up of a stock-market bubble in the UK, happening even more dramatically in the US. In the UK, the FTSE 100 is on its way to surpass the record set during the high times of the dotcom bubble and already surpassed the levels reached during the 2008 financial bubble; in the US the Dow Jones has already reached new record highs. Despite having recently experienced the devastating consequences of a stock market bubble bursting, banks and investors return a few years later to the same hyperbolic forecasts and predictions, and start to build up another bubble. It is as if the past did not exist. Compare this behaviour with the following anecdote, which most business school students probably know.

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