What do you think?
Rate this book
320 pages, Hardcover
First published January 1, 2010
What all this means, very simply, is that accurate prediction often isn't needed in order to make good decisions. A rough sense of the possibilities and probabilities will often do. We can't predict earthquakes, but we do know where they are more or less likely and we make building codes less or more strict accordingly. That works. Similarly, it wasn't necessary to predict the 9/11 terrorist attack in order to know that having reinforced cockpit doors on jets is a good idea. In the 1990s, several incidents, including the stabbing of a Japan Airlines pilot but a deranged man, convinced many safety advocates and regulators that reinforced doors were a wise investment. They weren't in place on 9/11 because the airlines didn't want the extra cost and they successfully lobbied the politicians to block the proposal. It was politics, not unpredictability, that left planes vulnerable that fateful morning.