Thanks

Grace

(a) identifying evidencing and gaining attention for weak signals; and

(b) how to gain attention for catastrophic risks whose impacts will likely accrue cumulatively over time or appear at large scale at a far distant time. You will guess I am talking about climate change. There are so many mindsets, cognitive biases (we might call them ´preferences´ - although they might be prefixed with ´assumed´) and institutional tools like discounted cash flow analysis that downplay even certain future adverse events (accepting a range of outcome uncertainty).

I am not thinking about black swans here, for clarity.

What tools or approaches have you found helpful to guard against these accepted ways of doing things leading to exclusion of serious or critical but slow burn risks/ issues?

For a non-climate example, we might look at Boeing and accretive evidence that short term profit focus has eroded quality systems and entity reputation in a critical industry?

What advice do you have about terminology when working with executives and boards to set appetite and tolerance, where those understandings might be absent or might conflict?