It's also important to approach arguments like these with some healthy skepticism. What is one argument you could make as a skeptic for why Annie Duke could be off base and it might be actually better for businesses to have a more "outcome focus" and engage in "resulting" as their way of evaluating business performance?

Question

It's also important to approach arguments like these with some healthy skepticism.  What is one argument you could make as a skeptic for why Annie Duke could be off base and it might be actually better for businesses to have a more "outcome focus" and engage in "resulting" as their way of evaluating business performance?

BlackTom AI · Accepted Answer

The prompt asks for a skeptical argument about why Annie Duke could be off base and why an outcome-focused, 'resulting' approach might be better for evaluating business performance.

One strong skeptical position is that an outcomes-focused framework can produce systematic bias and encourage short-sighted risk-taking, because it rewards what happened rather than why it happened or what could be influenced. Specifically:
- It conflates luck with skill. In business, favorable outcomes can arise from favorable randomness, not necessarily from effective decision processes. If you judge performance by results alone, you may overestimate the quality of decisions that happened to pay off and undervalue those that failed due to uncontrollable factors.
- It ignores the value of process and learning. Duke often emphasizes decision quality and cognitive tools like probabilistic thinking; evaluating solely on outcomes discourages experimentation and the deliberate use of models, priors, and de-biasing practices that improve long-run performance.
- It incentivizes risk mispricing and strategic behavior. If outcomes drive evaluation, managers might favor high-variance bets or flashy moves that risk big wins but also big losses, rather than steady, informed decision-making that builds sustainable value over time.
- It underweights context and baseline conditions. Results depend on market conditions, timing, and competitive landscape; without accounting for baseline risk or external shocks, outcome-only metrics misattribute external factors to managerial ability.

To deepen the critique, one can point to concepts like regression to the mean (where extreme outcomes are likely to be followed by more average ones regardless of skill), survivorship bias (focusing on successes while ignoring failed attempts), and the distinction between demand-side and supply-side explanations for outcomes.

Possible counterarguments to this skeptical position would emphasize that some level of outcome assessment is necessary for accountability, and that combining outcomes with process metrics (how decisions were made, what uncertainties were acknowledged, and what priors were used) can balance learning and accountability. However, the core skeptical argument centers on the risk that an exclusive or dominant focus on results misrepresents decision quality and promotes behavior that could undermine long-term business performance.

In summary, a robust skeptical stance highlights that outcomes alone are a noisy and potentially misleading judge of ability, and that a more nuanced approach—valuing decision processes, probabilistic thinking, and learning from variations—offers a more reliable foundation for evaluating business performance in the long run.

SP25 RMI 660 001 Engaged Learning 4: The trouble with resulting?

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