It might be the best outcome for you, because your boss doesn't blame you. But it doesn't mean it's overall the best option. Absolutely, and that's the real po

It might be the best outcome for you, because your boss doesn't blame you. But it doesn't mean it's overall the best option. Absolutely, and that's the real point. I don't think I disagree with any of your points, but perhaps I am more resigned to the fact that people act how people act. I'm not super experienced in this area (which is why I was enjoying the book in question) but I believe this is all related to the phenomenon of "ambiguity aversion" (https://en.wikipedia.org/wiki/Ambiguity_aversion https://en.wikipedia.org/wiki/Ambiguity_aversion). I'm interested in how to engineer around (or cheat) these biases rather than present a purely logical argument for one technology (or airport!) over another.