Seeing, doing, and imagining

The correlations hidden in large knowledge are beneficial, however they don’t seem to be sufficient to tell all the wide-ranging and complicated selections that executives should make. Director of UCLA’s Cognitive Methods Lab and Turing Award winner Judea Pearl clarifies this problem along with his ladder of causation, and in doing so, affords leaders a strategy to perceive their determination wants and consider their firm’s analytical prowess.

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