Cook ’64 Reveals How Leaders Can Use Ideas from Economics, Neuroscience
David Low
What do Osama Bin Laden’s death, April’s deadly tornados in the southern US, the “Arab Spring,” and recent comments from the US Coast Guard and others about the Deepwater Disaster all have in common?
They all are examples of what leaders can learn from Consilience Leadership (Inflection Point Press), a new book by Gary Cook ’64, which demonstrates how lessons learned from Highly Reliable Organization theory, behavioral economics, neuroscience, and other disciplines are helping us understand how to better deal with terrorism and Katrina-like disasters, and better anticipate and avoid political and other disasters.
He is president of Vineyard Enterprises, LLC, a director of the Social Science Foundation at the Graduate School of International Studies (University of Denver), a director of the Education Credit Management Corporation, and a member of the Council on Foreign Relations.
Andrew Chatfield
Mike Mavredakis