Wisdom in fragments

At one site, a mature man carrying a white flag was shot dead by an Israeli soldier. To those less experienced or with a 'soft' generally compassionate outlook, this might immediately seem a clear case of unlawful killing – a 'war crime'. However, the general offered a different perspective. He considered the terrain and highlighted the dilemma faced by the soldier in high-risk situations: might the soldier be genuinely uncertain over whether the white flag genuinely signified surrender?

Prosecutor of Slobodan Milošević at the International Criminal Tribunal

This principle demands careful consideration of protection that must be given to civilians and civilian property, balancing military objectives against foreseeable collateral damage. This balance cannot be made by a formulaic algorithm – there isn't one – but by human judgment. In recent decades, it has become apparent that that human judgement is assisted by legal advisors who play a crucial role in these decisions, offering guidance on the legality of military actions.

Prosecutor of Slobodan Milošević at the International Criminal Tribunal

Despite romantic notions about laws of war being found in on Cyrus' Cylinder, (circa 539 BC) or in the Bible's Book of Deuteronomy, effective legal frameworks didn't emerge until the latter part of the 19th Century. They began with the American Lieber Code – military law for wartime conduct applied by Abraham Lincoln to the Union side in the American Civil War – and the first Geneva Convention, followed by the Hague Conventions, and now found in the modern iteration of the Geneva Conventions and their protocols.

Prosecutor of Slobodan Milošević at the International Criminal Tribunal

Our nation boasts an exceptional system for treating acute illnesses, leveraging technology in remarkable ways. However, where we fall short is in the areas of prediction and prevention of diseases. This is where our focus needs to shift, and AI offers numerous tools that can enhance our capabilities in these domains.

Dean of Stanford School of Medicine & cardiovascular researcher

I don't believe human radiologists will ever be completely replaced. However, there will be a clear distinction between radiologists who adeptly use AI in their practice and those who don't. Ultimately, those who embrace AI will likely lead the field.

Dean of Stanford School of Medicine & cardiovascular researcher

Engineering life is often less demanding than creating a nuclear weapon, making monitoring more challenging. This complexity underscores the need for the scientific community to actively engage in establishing robust safeguards and developing strategies to prevent bioterrorism.

Dean of Stanford School of Medicine & cardiovascular researcher

Change proceeds at the speed of trust. Building this trust, particularly in the context of AI and synthetic biology, starts with open information exchange, discussion, and dialogue. It's about creating a shared understanding of our capabilities, responsible deployment of technology, and acknowledging the associated risks.

Dean of Stanford School of Medicine & cardiovascular researcher

In discussing the responsible deployment of AI in healthcare, I believe there are three key areas where it can create significant impact. First, AI should enhance healthcare equity. Second, it should increase efficiency. And third, it should improve effectiveness.

Dean of Stanford School of Medicine & cardiovascular researcher

At Stanford University School of Medicine, we seek individuals who are not only masters in their current roles but also visionaries passionate about shaping the future of their fields. We value those who strive to turn their visions into reality. Moreover, we prioritise collaboration. It's crucial to have team members who, while honing their skills daily, are also bold enough to think outside the box—or even question its existence.

Dean of Stanford School of Medicine & cardiovascular researcher

Projects often don't just go wrong; they start wrong. The seeds of failure are often sown right at the beginning, leading to problems later on. Recognising this, successful project leaders invest in thorough planning and simulation upfront, understanding that a project's success is largely determined by how it starts.

Leading researcher on megaprojects, planning, and governance expert

They should foster a culture where bad news is welcomed, not just good news. Unfortunately, many leaders shy away from negative updates. However, if a leader inadvertently suppresses bad news, creating a culture where the messenger is punished, it results in a dysfunctional governance structure.

Leading researcher on megaprojects, planning, and governance expert

The greatest risk often lies in people's biased perceptions of risk itself. These biases, both psychological and political, tend to lead to a dangerous underestimation of risk. Our advice, backed by data and methodologies we've developed, is focused on debiasing risk.

Leading researcher on megaprojects, planning, and governance expert

They don't just dive into a project; they begin by exploring its purpose. If they're working with a client, their first question is often, 'Why are you undertaking this project?' They don't move forward until they have a clear understanding of this 'why', dedicating considerable time to uncover its various facets.

Leading researcher on megaprojects, planning, and governance expert

While optimism is essential and beneficial in many aspects of life, it can become a hindrance in the realm of large-scale, costly projects. As highlighted in our book, misplaced optimism in multi-billion-dollar investments is particularly problematic. It often signals impending financial shortfalls.

Leading researcher on megaprojects, planning, and governance expert

Only 8.5% of projects meet or exceed their time and budget expectations. This means that a staggering 91.5% fail to stay within budget or meet deadlines. However, the situation becomes even more pronounced when we consider the primary goal of these projects: delivering promised benefits. Shockingly, a mere 0.5% achieve this goal within the allocated budget and timeframe.

Leading researcher on megaprojects, planning, and governance expert

There is still considerable hesitancy within the international community for robust intervention. Ultimately, blue helmets, or UN peacekeepers, come from specific countries, and the decision to withdraw them rests with the capitals of these contributing countries.

Chief Prosecutor of the International Criminal Court for former Yugoslavia and Rwanda