58 59 In a similar vein, social responsibility is not just a strategy but an exercise in humility. It does not mean abandoning economic rationality, but rather recognising the limits of absolute control and embracing uncertainty as part of the decision-making process. It is the life in which we make our decisions daily, consciously or not, leading us to the question: how do we approach an uncertain future in a socially responsible company? Brian Klaas, professor of Global Politics at University College London, argues in Fluke: Chance, Chaos and Why Everything We Do Matters that uncertainty is inherent to life, and that the interaction between billions of Sapiens is a classic example of chaotic dynamics, in which small changes in any part of the system can generate unforeseen and non-linear consequences in a very distant part of the same. Without invoking the overused butterfly effect, the perfect metaphor is Voltaire's Candide: «Tend your own garden». In a global context of black swans, unpredictable shocks, and disruptive scenarios, the principle of responsibility becomes the green thumb of happy decisions. The further macro-consequences of a single decision seem distant and elusive, the more awareness and clarity of strategy and vision become the complex path to follow, under the banner of a principle of operational hope. Bibliography Canova L., Economia dell’ottimismo, Il Saggiatore, 2025 Colander D. & Siegfried J., What Does Critical Thinking Mean in Teaching Economics: The Big and the Little of It, American Economic Association, 2021 Klaas B., Fluke: Chance, Chaos and Why Everything We Do Matters, John Murray Press, 2024 Nussbaum M., Not for Profit: Why Democracy Needs the Humanities, Princeton University Press, 2010 Winston A., Why Business Leaders Must Resist the Anti-ESG Movement, Harvard Business Review, 2023
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