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[[Unknown known]]s are a source of catastrophic {{risk|risk}}, as the repeal of the [[Glass-Steagall Act]] in 1999 by the [[Financial Services Modernization Act of 1999]] — hello, [[global financial crisis]]<ref>Yes, yes — I know it wasn’t ''just'' the repeal of [[Glass-Steagall Act|Glass-Steagall]] — [[David Bowie]] was also partly responsible — but it didn’t help, did it?</ref> — and the continued use, even now, of the [[Black-Scholes]] option pricing methodology — goodbye, [[LTCM]] — which worked serviceably well to model the price of options ''except in times of market stress, when you most need it'' — ably demonstrates. | [[Unknown known]]s are a source of catastrophic {{risk|risk}}, as the repeal of the [[Glass-Steagall Act]] in 1999 by the [[Financial Services Modernization Act of 1999]] — hello, [[global financial crisis]]<ref>Yes, yes — I know it wasn’t ''just'' the repeal of [[Glass-Steagall Act|Glass-Steagall]] — [[David Bowie]] was also partly responsible — but it didn’t help, did it?</ref> — and the continued use, even now, of the [[Black-Scholes]] option pricing methodology — goodbye, [[LTCM]] — which worked serviceably well to model the price of options ''except in times of market stress, when you most need it'' — ably demonstrates. | ||
Other variations include [[outsourcing]], which prioritises unit cost over organisational [[complexity]], [[Subject matter expert|skill and experience]], notwithstanding well-established principles of [[design]] and [[lean production management]], and the dear old [[360]]° [[Performance appraisal]]s which continue to not just cling to the dwindling autumnal cadence of a bad idea in its twilight years as you’d expect, but rude, fecund summer health, despite compendious research that it is ineffective,<ref>So sayeth [https://hbr.org/2019/01/why-most-performance-evaluations-are-biased-and-how-to-fix-them the Harvard Business Review].</ref> prone to abuse,<ref>So sayeth [https://boss.blogs.nytimes.com/2012/08/09/the-problem-with-performance-reviews/ the New York Times].</ref> widely resented,<ref> | Other variations include [[outsourcing]], which prioritises unit cost over organisational [[complexity]], [[Subject matter expert|skill and experience]], notwithstanding well-established principles of [[design]] and [[lean production management]], and the dear old [[360]]° [[Performance appraisal]]s which continue to not just cling to the dwindling autumnal cadence of a bad idea in its twilight years as you’d expect, but rude, fecund summer health, despite compendious research that it is ineffective,<ref>So sayeth [https://hbr.org/2019/01/why-most-performance-evaluations-are-biased-and-how-to-fix-them the Harvard Business Review].</ref> prone to abuse,<ref>So sayeth [https://boss.blogs.nytimes.com/2012/08/09/the-problem-with-performance-reviews/ the New York Times].</ref> widely resented,<ref>So sayeth me.</ref> and as a promotion strategy suffers in comparison to ''promoting staff at random''.<ref>So sayeth [https://www.sciencedirect.com/science/article/pii/S1048984320300151? The Leadership Quarterly].</ref> | ||
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