Sure, medical progress has been astounding. But today the U.S. spends more on healthcare than any other country, with so-so outcomes. Atul Gawande — cancer surgeon, public-health researcher, and best-selling author — has some simple ideas for treating a painfully complex system.
Three former White House economists weigh in on the new tax bill. A sample: "The overwhelming evidence is that the trickle-down, magic-beanstalk beans argument — that's just nonsense."
Kevin Hassett, chairman of the Council of Economic Advisers, explains the thinking behind the controversial new Republican tax package — and why its critics are wrong. (Next week, we'll hear from the critics.)
Stephen Dubner's conversation with the founder and longtime C.E.O. of Bridgewater Associates, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Humans, it has long been thought, are the only animal to engage in economic activity. But what if we've had it exactly backward?
Stephen Dubner's conversation with the Facebook founder and C.E.O., recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
The bad news: roughly 70 percent of Americans are financially illiterate. The good news: all the important stuff can fit on one index card. Here's how to become your own financial superhero.
Stephen Dubner's conversation with the former C.E.O. of Yahoo, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
It's hard enough to save for a house, tuition, or retirement. So why are we willing to pay big fees for subpar investment returns? Enter the low-cost index fund. The revolution will not be monetized.
Stephen Dubner's conversation with the former longtime C.E.O. of General Electric, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Every 12 years, there's a spike in births among certain communities across the globe, including the U.S. Why? Because the Year of the Dragon, according to Chinese folk belief, confers power, fortune, and more. We look at what happens to Dragon babies when they grow up, and why timing your kid's birth based on the zodiac isn't as ridiculous it sounds.
Stephen Dubner's conversation with the C.E.O. of Microsoft, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Whether it's a giant infrastructure plan or a humble kitchen renovation, it'll inevitably take way too long and cost way too much. That's because you suffer from “the planning fallacy.” (You also have an “optimism bias” and a bad case of overconfidence.) But don't worry: we've got the solution.
Stephen Dubner's conversation with the co-founder and longtime co-C.E.O. of the Carlyle Group, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
In our collective zeal to reform schools and close the achievement gap, we may have lost sight of where most learning really happens — at home.
Stephen Dubner's conversation with the Virgin Group founder, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
If you're a C.E.O., there are a lot of ways to leave your job, from abrupt firing to carefully planned succession (which may still go spectacularly wrong). In this final episode of our "Secret Life of a C.E.O." series, we hear those stories and many more. Also: what happens when you no longer have a corner office to go to — and how will you spend all that money?
Only 5 percent of Fortune 500 companies are run by women. Why? Research shows that female executives are more likely to be put in charge of firms that are already in crisis. Are they being set up to fail? (Part 5 of a special series, "The Secret Life of C.E.O.'s.")
No, it's not your fault the economy crashed. Or that consumer preferences changed. Or that new technologies have blown apart your business model. But if you're the C.E.O., it is your problem. So what are you going to do about it? First-hand stories of disaster (and triumph) from Mark Zuckerberg, Steve Ballmer, Satya Nadella, Jack Welch, Ellen Pao, Richard Branson, and more. (Part 4 of a special series, "The Secret Life of C.E.O.'s.")
The gig economy offers the ultimate flexibility to set your own hours. That's why economists thought it would help eliminate the gender pay gap. A new study, using data from over a million Uber drivers, finds the story isn't so simple.
We assembled a panel of smart dudes -- a two-time Super Bowl champ; a couple of N.F.L. linemen, including one who's getting a math Ph.D. at MIT; and our resident economist -- to tell you what to watch for, whether you're a football fanatic or a total newbie.
Indra Nooyi became C.E.O. of PepsiCo just in time for a global financial meltdown. She also had a portfolio full of junk food just as the world decided that junk food is borderline toxic. Here's the story of how she overhauled that portfolio, stared down activist investors, and learned to "leave the crown in the garage." (Part 3 of a special series, "The Secret Life of C.E.O.'s")
Mark Zuckerberg's dentist dad was an early adopter of digital x-rays. Jack Welch blew the roof off a factory. Carol Bartz was a Wisconsin farm girl who got into computers. No two C.E.O.'s have the same origin story — so we tell them all! How the leaders of Facebook, G.E., Yahoo!, PepsiCo, Microsoft, Virgin, the Carlyle Group, Reddit, and Bridgewater Associates made it to the top. (Part 2 of a special series, "The Secret Life of C.E.O.'s.")
They're paid a fortune — but for what, exactly? What makes a good C.E.O. — and how can you even tell? Is "leadership science" a real thing — or just airport-bookstore mumbo jumbo? We put these questions to Mark Zuckerberg, Richard Branson, Indra Nooyi, Satya Nadella, Jack Welch, Ray Dalio, Carol Bartz, David Rubenstein, and Ellen Pao. (Part 1 of a special series, "The Secret Life of C.E.O.'s.")
Gina Raimondo, the governor of tiny Rhode Island, has taken on unions, boosted big business, and made friends with Republicans. She is also one of just 15 Democratic governors in the country. Would there be more of them if there were more like her?
Most of us feel we face more headwinds and obstacles than everyone else — which breeds resentment. We also undervalue the tailwinds that help us — which leaves us ungrateful and unhappy. How can we avoid this trap?
Societies where people trust one another are healthier and wealthier. In the U.S. (and the U.K. and elsewhere), social trust has been falling for decades — in part because our populations are more diverse. What can we do to fix it?
Sure, markets generally work well. But for some transactions — like school admissions and organ transplants — money alone can't solve the problem. That's when you need a market-design wizard like Al Roth.
The International Monetary Fund has long been the "lender of last resort" for economies in crisis. Christine Lagarde, who runs the institution, would like to prevent those crises from ever happening. She tells us her plans.
The public has almost no chance to buy good tickets to the best events. Ticket brokers, meanwhile, make huge profits on the secondary markets. Here's the story of how this market got so dysfunctional, how it can be fixed – and why it probably won't be.
