Try Sphinx to challenge your beliefs, assumptions and hypotheses.
Sphinx is an AI assistant designed to challenge assumptions, reinforce arguments, and identify blind spots. It uses OpenAI’s GPT3.5 model and the Red Team Analysis Society’s methodology and knowledge base to provide a devil’s advocate perspective. In this article, we also explore the importance of challenging assumptions and showcase what Sphinx can achieve with the example of climate change.
Tag Archives: bias
Can You Unbias Analysis? The Russian Nuclear Threat
Starting in mid-September 2022, the Western media and political world has been abuzz with a Russian threat of nuclear Armageddon. Against such evil, the West, supporting Ukraine, may only show outrage, unveil the real malevolent nature of Russia and increase pressure to try to deter Russia, so runs the narrative. On 27 October 2022, reputable …
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Multiplicating Crises: Strategic Surprises or Strategic Shocks?
(Art direction Jean-Dominique Lavoix-Carli using a photograph created by Pete Linforth) Over the last decades, strategic surprises have accumulated and accelerated rather than receded. They continue to do so. Most actors, from governments and international organisations to businesses through citizens seem to be constantly and increasingly surprised by events they fail to anticipate, and thus for which …
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From Seer to King – Success with Strategic Foresight and Warning
(Art design: Jean-Dominique Lavoix-Carli) Have you ever heard about Cassandra’s brother, who shared his sister’s gift of prophecy but not her curse? Could this legend, as other ancient myths, facts and histories, give us some clues to make our delivery and communication of strategic foresight and early warning products more efficient? Could it tell us …
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From Cassandra’s Curse to the Pythia’s Success
(Art design: Jean-Dominique Lavoix-Carli) When delivering warnings, are we doomed to never be believed, sharing the same fate as Cassandra, the tragic character of Greek mythology? Or, on the contrary, can we hope to become as successful as the Pythia, the oracle priestess of Apollo at Delphi? Her gift of prophecy becoming a curse, Cassandra …
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Why the Messenger Got Shot and how to Avoid this Fate
“Shooting the messenger” is a popular metaphor to highlight that those who deliver warnings most often are blamed, as if they were responsible for the reason for the warning. Meanwhile and as a result, warnings are also not considered. This saying underlines that the norm is the exact opposite of the objectives of early warning …
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Communication of Strategic Foresight and Early Warning
A warning does not exist if it is not delivered. This is a key lesson highlighted by the famous expert in warning Cynthia Grabo, who worked as an intelligence analyst for the U.S. government from 1942 to 1980 (Anticipating Surprise: Analysis for Strategic Warning, Editor’s Preface). Similarly, a foresight product such as scenarios, for example, …
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The Red (Team) Analysis Weekly – 9 April 2020 – COVID-19 Cognitive Overload?
This is the 9 April 2020 issue of our weekly scan for political and geopolitical risks (open access). Again, a very large part is devoted to the COVID-19. Read the scan below, after the editorial, quite long this week. Editorial First, this week’s scan features the excellent article “Stretching the International Order to Its Breaking …
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Foreseeing the Future of the Modern Nation-State: the Chronicles of Everstate
Riots and protests have been progressively, and in an accelerating way, occurring in many countries. Starting with France in 2005, they spread throughout most of the world, from the Arab Spring to Thailand through Hong Kong, the U.S. or, more recently Venezuela, Algeria and France, again, with the Yellow Vest movement at the end of …
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Scenarios: Improving the Impact of Foresight thanks to Biases
Foreseeing the future, whatever the name given to the endeavour, includes two major tasks.
The first one is, of course, the analysis, the process according to which the foresight, forecast, warning, or, more broadly, anticipation is obtained.
The second one is less obvious, or rather so evident that it may be overlooked. It is, however, no less vital than analysis. We need to deliver the output of the analytical process to those who need the foresight, the decision-makers or policy-makers. Ideally, the recipients must understand that output, because they will act on it. They need to integrate the new knowledge received in the decisions they will take.*
A huge challenge runs across these tasks: biases.
We must overcome the various natural and constructed biases – systematic mental errors – that limit human understanding. This article will present first the classical way we deal with biases: we consider them – quite rightly – as “enemies” and we devote much effort to mitigate them. Then, considering the specificity of the delivery stage, this article suggests that another strategy is necessary. We need to turn our usual strategy on its head and befriend biases. In that case, scenarios become a tool of choice for an enhanced delivery of our foresight to decision-makers […]
