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Confronting radical uncertainty

03 - 04 October 2022 08:00 - 16:00

Science+ meeting organised by Professor David Tuckett, Dr David Good and Professor Leonard Smith.

In this meeting, the plan is to focus on 'real life' decision-making in government, business and the Third Sector – decisions such as those about climate mitigation and preserving our environment; policy priorities in health and education; innovation, increasing productivity and new product design; organisational and regulatory innovation; when and how to intervene in humanitarian or other crises; how to maintain cyber and other forms of security; what macroeconomic policies to use to maximise the wellbeing of citizens; how to minimize social and mental discontent; etc.

We conceive decisions of this type and many of the other vital ones confronting us as made in a framework of Radical Uncertainty. It means that, at the time decision-makers decide what to do, they may reasonably be able to imagine some of the different outcomes of their actions but can neither know nor specify the full range of possibilities nor calculate the likelihood that the one they desire will eventuate. Moreover, as many such decisions have to be made and cannot be delayed (because not making them is a decision), decision-makers face an additional challenge – how to build commitment to an uncertain course (or be paralysed) and how to monitor and adjust as plans unfold through time.  

Within this Radical Uncertainty framework, in discussion between decision-makers and scientists from across a wide academic spectrum, we want to test whether by re-evaluating prevailing analytic approaches to decision-making, mostly based on probabilistic reasoning, we can offer better decision support. A guiding idea is that uncertainty is an opportunity to be embraced as well as to be feared and avoided. Decision-making under uncertainty will generate emotions attached to approach or avoidance. One proposition is that it is time to talk both about the facilitating role of emotion in human decision-making and to recognise the costs of ignoring feelings. 

In the panel sessions during the conference, we will use the Radical Uncertainty framework proposed to: 

  • Discuss the experience of a group of very senior decision-makers (Panel 1).
  • Debate some of the core academic approaches to decision-making coming from cognitive science, mathematics, statistics and operational research (Panel 2). 
  • Hear about some new contemporary research into social and affective neuroscience and 'conviction narrative theory' (Panel 3)
  • Discuss several pilot projects aimed at helping decision-makers in Whitehall and elsewhere to confront radical uncertainty (Panel 4).
  • Think about the core questions that further research needs to address and how research funding and institutions might need to adapt to make it possible (Concluding dialogue).

The schedule of sessions and speaker biographies are available below.

Attending this event

This meeting has taken place.

Enquiries: contact the Scientific Programmes team

Organisers

  • Professor David Tuckett, University College London, UK

    David Tuckett is a Professor and Director of the University College London (UCL) Centre for the Study of Decision-Making under Uncertainty based in the Faculty of Brain Sciences and a Fellow of the Institute of Psychoanalysis, London. Trained in Economics, Medical Sociology and Psychoanalysis he is the author of articles and several books including Minding the Markets: An Emotional Finance View of Financial Instability, based on a set of interviews with leading asset managers. Since 2010, supported by the Institute of New Economic Thinking, he has been collaborating with colleagues at UCL in economics, finance, public policy, psychology, social anthropology, computer science and neuroscience and with the Monetary Policy, Financial Stability and Research Divisions at the Bank of England to develop new ways of thinking about decision-making under radical uncertainty as well as new ways of gathering forward looking policy relevant economic information. He is on the Management group of the ESRC-NIESR Rebuilding Macroeconomics network and between 2017 and 2019 led the EPSRC funded Decision-Making Under Uncertainty Network – Challenging Radical Uncertainty in Science, Society and the Environment (CRUISSE).

  • David Good, University of Cambridge, UK

    David has worked at Cambridge since 1981 and was an undergraduate and postgraduate at Sussex and Cambridge. At Cambridge, he has worked in a number of different departments, and in roles in both research and education, often with public and private sector partners. For eight years, he was Education Director of the Cambridge MIT Institute. Apart the CRUISSE network, he is Director of Research for Cambridge Global Challenges, the University’s Strategic Initiative addressing the Sustainable Development Goals in developing countries, and leads in the Psychology Department the team developing interventions designed to inhibit the pathway from extreme values to violence. Much of his career has been devoted to supporting collaboration between the Arts Humanities and Social Sciences on the one hand and Science and Technology subjects on the other. He is an Honorary Fellow of the Royal College of Art, and a Fellow of King’s College, Cambridge.

  • Professor Leonard Smith, University of Oxford, UK

    Leonard Smith holds a PhD in Physics from Columbia University and is Director of the Centre for the Analysis of Time Series and Professor of Statistics at the London School of Economics and Political Science. He has been a Senior Research Fellow at Pembroke College Oxford since 1992, and became a Senior Research Fellow in the Energy Policy Institute at the University of Chicago in 2016. His book Chaos: A Very Short Introduction is an Amazon #1 Best Seller, available in eight languages. His research interests include the real world as well as our (imperfect) models of it, leading to questions of predictability and probability in practice; he also studies the roles of science to better inform policy making. He received the Royal Meteorological Society’s Fitzroy Prize and an Australian Academy of Sciences Selby Fellowship.

Schedule

Chair

Gemma Mortensen, New Constellations, UK

08:00 - 08:30 Introduction
08:30 - 09:30 Panel discussion 1: Real world decision making in government, business and the economy

To what extent is radical uncertainty a regular feature of the decision-making context in government and business? What is the essence of the sorts of decision-making challenges that have to be faced? How is ambivalence and contest recognised and handled? How is information processed? What is the role for quantification, formal modelling, AI and experimentation? What are the resistances? How are opportunities missed? What goes wrong? How can mistakes or paralysis be prevented? How far is useful feedback available? When is groupthink operative and how might it be avoided? What might be helpful? The speakers will provide their own views and examples and more.

Sir John Kay CBE FBA, St John’s College, University of Oxford, UK

Dr Trevor Maynard, Judge Business School, UK

Dr Rumman Chowdhury, Twitter, USA

Lord Gus O'Donnell GCB FBA, UK

09:30 - 10:00 Coffee
10:00 - 11:30 Panel discussion continued

Sir John Kay CBE FBA, St John’s College, University of Oxford, UK

Dr Trevor Maynard, Judge Business School, UK

Dr Rumman Chowdhury, Twitter, USA

Lord Gus O'Donnell GCB FBA, UK

Chair

Professor Carole Mundell, University of Bath

12:30 - 14:00 Panel discussion 2: When quantification and analysis can help and how to use it

Thinking about the 'radical uncertainty' characteristics of decisions faced by government, business and the third sector mentioned so far, to what extent can questions about what to do be answered and options calculated with recourse to current scientific analysis and model-making? What support tools are available and how should they be used? How far is existing knowledge of how humans make these kinds of decisions relevant? How should modelling approaches be adjusted in the light of available action sets? Do we have knowledge about how things go wrong and how we might be able to avoid that?  Can quantitative research skills be mixed with research understanding? How they are used in practice? How can we make current research into decision-making relevant for practice?

Professor Leonard Smith, University of Oxford, UK

Professor Stephan Lewandowsky, University of Bristol, UK

Professor Gerd Gigerenzer, Max Planck Institute for Human Development, Germany

Professor Julia Gog OBE, University of Cambridge, UK

14:00 - 14:30 Tea
14:30 - 16:00 Panel discussion continued

Professor Leonard Smith, University of Oxford, UK

Professor Stephan Lewandowsky, University of Bristol, UK

Professor Gerd Gigerenzer, Max Planck Institute for Human Development, Germany

Professor Julia Gog OBE, University of Cambridge, UK

Chair

Dr Catherine Fieschi, Counterpoint, UK

08:00 - 09:30 Panel discussion 3: The role of social and affective neuroscience, and emotions and narratives in human decision-making

Thinking about the challenges of making radically uncertain decisions, usually in groups, what can neuroscience tell us about how we can meet them? What do we see? What do we recall? How do we anticipate and plan? How do we manage failure? How do human brains allow us to imagine the future? What is the role of emotion in the brain? Are we cooperative? How do we process information? How do we judge whom and what we trust? Is there a sense in which we can say there are narratives in the brain? What might be the role of narratives in acting to implement plans? 

Professor David Tuckett, University College London, UK

Professor Sarah-Jayne Blakemore FMedSci FBA, University of Cambridge, UK

Professor Aikaterini (Katerina) Fotopoulou, University College London, UK

09:30 - 10:00 Coffee
10:00 - 11:00 Panel discussion continued

Professor David Tuckett, University College London, UK

Professor Sarah-Jayne Blakemore FMedSci FBA, University of Cambridge, UK

Professor Aikaterini (Katerina) Fotopoulou, University College London, UK

Chair

Dr Carla Groom, Department for Work & Pensions, UK

12:00 - 13:30 Panel discussion 4: Confronting radical uncertainty in practice: pilot projects

How do decision makers confront the uncertainties they face when they are asked to try to prevent humanitarian or other crises, imagine and prepare for future risks, decide whether it not to deploy resources before an emergency has happened, create processes for building and planning that make infrastructure resilient to future events, etc? What new ideas flowing from a radical uncertainty perspective are useful and worth exploring? Can we discern any general principles? Speakers will describe pilot projects designed in collaboration with the Cabinet Office and Humanitarian charities.

Dr Ben Bowles, SOAS University of London, UK

Dr Erica Thompson, London School of Economics and Political Science, UK

Dr Tobias Pforr, European University Institute, Italy

Dr Kris De Meyer, Climate Action Unit, University College London, UK

13:30 - 14:00 Tea
14:00 - 15:00 Panel discussion continued

Dr Ben Bowles, SOAS University of London, UK

Dr Erica Thompson, London School of Economics and Political Science, UK

Dr Tobias Pforr, European University Institute, Italy

Dr Kris De Meyer, Climate Action Unit, University College London, UK

15:00 - 16:00 Concluding dialogue: requirements for a cross disciplinary research agenda in the light of recent crises

David Good, University of Cambridge, UK

Lord Mervyn King of Lothbury KG GBE FBA