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This paper explores how behavioral finance and complexity economics, along with imperfect information, faulty mental models and perverse incentive structures can cast light on the factors that generate the international capital flow surges and sudden stops that McKinnon described as the over-borrowing syndrome. While there has been a great deal of empirical research on this topic in recent years, there has been much less theoretical analysis of why these flows too often behave in such a volatile manner. Developing a better understanding of the forces driving capital flows should help us identify situations where capital flow surges are particularly likely to end in costly sudden stops and help policy makers decide how best to respond to such flows.

The objects of pattern recognition have in the past been primarily physical in nature, describable in terms of some physical units of measurement. The patterns of interest in this paper are conceptual or logical. They are to be representative of structures known to be operative in the human mind. A hybrid technique is proposed, involving the use of structural prototypes from pattern recognition combined with production systems from artificial intelligence. The purpose is to enable the computer interface to observe, detect, identify and anticipate conceptual structures. As a result, the interface system should have a more comprehensive “perspective” on what the user is doing and likely to do next. It should therefore be better prepared to provide him/her with adaptive assistance.

This article presents a quantitative measure of complexity, subjectively understood as a property of the relationship between a system and its observer instead of as a property of the system itself. Within this framework, complexity is quantified by assuming to know the mental categories and the mental model by which a system is represented in the mind of its observer.

It is argued that this subjectivist concept of complexity is not in contrast with objective measures of complexity introduced in particular domains, but generalizes complexity to domains where no objective measure is feasible. An extensive numerical example is presented and thoroughly discussed.

The "global workspace" model would explain our performance capacity if it could actually be shown to generate our performance capacity. (So far, it is still just a promissory note.) That would solve the "easy" problem. But that still would not explain how and why it generates consciousness (if it does). That is a rather harder problem.

It is well known among educators that carefully planned Physics demonstrations incorporated into lessons can enhance the teaching and learning of Physics. However, there are also everyday life events, such as car crashes and lightning strikes that also aptly demonstrate concepts in Physics but cannot be easily recreated in class. Today, many of these events are captured on video and are easily available on the internet. To facilitate teachers to find what they need, we classify online videos useful for Physics teaching into six broad categories. Some of these videos can be more useful than traditional lecture demonstrations in providing relevant contexts for introducing Physics concepts. We will also discuss some principles for designing class activities to help students make sense of the underlying Physics in the videos.

In recent years, storytelling has attracted widespread scholarly attention, both in and out of the study of organizations. Yet, one key part of the process of storytelling has been overlooked — the practice of storylistening. This chapter explores how the practice of careful storylistening might become a valuable tool for organizational managers. It begins by examining one current neurobiological theory of how humans construct their conscious experience. Because our unconscious minds so strongly shape that experience, different people are likely to experience the world differently, filtering out different elements of experience without realizing they’re doing it. The body of this chapter applies this theory to a research study the author performed, interviewing employees at three American hospitals. That study suggested that listening carefully to the stories of people across organizations makes it possible to learn about different phenomena, ranging from personal relationships to organizational dynamics, and can even provide a way to measure the success of programs in cultural change.