Freakonomics Radio

The world’s great museums are full of art and artifacts that were plundered during an era when plunder was the norm. Now there’s a push to return these works to their rightful owners. Sounds simple, right? It's not. (Part 2 of “Stealing Art Is Easy. Giving It Back Is Hard.”)

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How did a freshly looted Egyptian antiquity end up in the Metropolitan Museum of Art? Why did it take Kim Kardashian to crack the case? And how much of what you see in any museum is stolen? (Part 1 of “Stealing Art Is Easy. Giving It Back Is Hard.”)

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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. 

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Every language has its taboo words (which many people use all the time). But the list of forbidden words is always changing — and those changes tell us some surprising things about ourselves. Note: The swear words in this episode have been bleeped out. To hear a version of this episode without the bleeps, go to freakonomics.com.

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Delaware is beloved by corporations, bankruptcy lawyers, tax avoiders, and money launderers. Critics say the Delaware “franchise” is undemocratic and corrupt. Insiders say it’s wildly efficient. We say: they’re both right.

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Many companies say they want to create more opportunities for Black Americans. One company is doing something concrete about it. We visit the South Side of Chicago to see how it’s working out.

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Every year, Americans short the I.R.S. nearly half a trillion dollars. Most ideas to increase compliance are more stick than carrot — scary letters, audits, and penalties. But what if we gave taxpayers a chance to allocate how their money is spent, or even bribed them with a thank-you gift?

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In this installment of the Freakonomics Radio Book Club, the economist Amy Finkelstein explains why insurance markets are broken and how to fix them. Also: why can’t you buy divorce insurance?

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People who are good at their jobs routinely get promoted into bigger jobs they’re bad at. We explain why firms keep producing incompetent managers — and why that’s unlikely to change.

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Most travelers want the cheapest flight they can find. Airlines, meanwhile, need to manage volatile fuel costs, a pricey workforce, and complex logistics. So how do they make money — and how did America’s grubbiest airport suddenly turn into a palace? (Part 3 of “Freakonomics Radio Takes to the Skies.”)

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