1 . Over millions of years humans have responded to certain situations without thinking too hard. If our ancestors spotted movement in the nearby forest, they would run first and question later. At the same time, the ability to analyze and to plan is part of what separates us from other animals. The question of when to trust your instinct (直觉)and when to think slow matters in the office as much as in the savannah(草原).

Slow thinking is the feature of a well-managed workplace. Yet instinct also has its place. Some decisions are more connected to emotional responses and less to analysis. In demanding customer-service or public-facing situations, instinct is often a better guide to how to behave.

Instinct can also be improved. Plenty of research has shown that instinct becomes more unerring with experience. In one well-known experiment, volunteers were asked to assess whether a selection of designer handbags were real or not. Some were instructed to operate on instinct and others to deliberate(深思熟虑)over their decision. Instinct worked better for those who owned at least three designer handbags; indeed, it outperformed analysis. The more expert you become, the better your instinct tends to be.

However, the real reason to embrace fast thinking is that it is, well, fast. It is often the only way to get through the day. To take one example, when your inbox floods with new emails at the start of a new day, there is absolutely no way to read them all carefully. Instinct is what helps you decide which ones to answer and which to delete or leave unopened. Fast thinking can also help the entire organization. The value of many managerial decisions lies in the simple fact that they have been made at all. Yet as data explodes, the temptation(诱惑)to ask for one more bit of analysis has become much harder to resist. Managers often suffer from overthinking, turning a simple problem into a complex one.

When to use instinct in the workplace rests on its own form of pattern recognition. Does the decision maker have real expertise in this area? Is this a field in which emotion matters more than reasoning? Above all, is it worth delaying the decision? Slow thinking is needed to get the big calls right. But fast thinking is the way to stop deliberation turning to a waste of time.

4 . A shortage of semiconductors (半导体) has helped firms such as Nvidia, whose chips (芯片) power everything from video gaming to machine learning and data centres. But boom time for sellers means misery for buyers. Carmakers, whose products have become computers on wheels, are among the victims. Analysts say the industry might build around 5 million fewer cars this year, all for want of the chips. Apple and Microsoft have also warned that they will be affected.

The shortage is the result of a sudden rise in demand. Chipmaking has been enjoying strong growth for decades as computers have stepped into every corner of society. But there was a strong upward trend during the pandemic. Locked-down consumers shopped online, had meetings remotely, and killed time with video-streaming and videogaming.

The crisis has had three consequences, two encouraging and one less so.

The first is an investment boom. Big producers such as Intel, Samsung and TSMC are planning to spend hundreds of billions of dollars on extra capacity (产能) over the next few years. As in many markets, high prices are the best cure for high prices.

The second is that the chip industry’s customers are adapting. too. When demand fell early in the pandemic, carmakers cut their orders with chipmakers. Following Tesla, Volkswagen has announced plans to develop driver-assistance chips in-house.

Unwelcome effect has been a sudden rise of techno-nationalism. America is planning to hand out billions of dollars to attract chipmakers back from East Asia. Europe wants to double its share of global production, to 20%，by 2030. Even Britain has declared the fate of a small chip factory in Wales to be a matter of national security.

Chips have come to occupy what used to be called the “commanding heights” of an economy, in the way that car factories did in the 20th century. But as last century’s governments discovered, subsidies (补贴) lend 10 oversupply. Personally, the chip shortage is mostly a self-solving problem. Governments should resist the temptation to scc themselves as saviours (救星).

5 . Who is a genius? This question has greatly interested humankind for centuries.

Let’s state clearly: Einstein was a genius. His face is almost the international symbol for genius. But we want to go beyond one man and explore the nature of genius itself. Why is it that some people are so much more intelligent or creative than the rest of us? And who are they?

In the sciences and arts, those praised as geniuses were most often white men, of European origin. Perhaps this is not a surprise. It’s said that history is written by the victors, and those victors set the standards for admission to the genius club. When contributions were made by geniuses outside the club—women, or people of a different color or belief—they were unacknowledged and rejected by others.

A study recently published by Science found that as young as age six, girls are less likely than boys to say that members of their gender(性别)are “really, really smart.” Even worse, the study found that girls act on that belief: Around age six they start to avoid activities said to be for children who are “really, really smart.” Can our planet afford to have any great thinkers become discouraged and give up? It doesn’t take a genius to know the answer: absolutely not.

Here’s the good news. In a wired world with constant global communication, we’re all positioned to see flashes of genius wherever they appear. And the more we look, the more we will see that social factors(因素)like gender, race, and class do not determine the appearance of genius. As a writer says, future geniuses come from those with “intelligence, creativity, perseverance(毅力), and simple good fortune, who are able to change the world.”