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āIn the space between stimulus and response, one of two things can happen. You can consciously pause and apply reason to the situation. Or you can cede control and execute a default behavior.ā
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Our biggest problem with thinking is that weāre not really thinking in the situation where judgment is needed. We are reacting automatically based on our natural tendencies:
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āIn order to be right, you must be willing to change your mind. If youāre not willing to change your mind, youāre going to be wrong a lot. The people who frequently find themselves on the wrong side of right are people who canāt zoom in and out and see the problem from multiple angles.ā
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To overcome our defaults and improve our thinking, we must build strength to make a space for thinking between a situation and our response.
We need make it a habit and use inertia default for our benefit. Here are the source of strengths to be developed:
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Once weāve build the strength to create space for thinking, then we can apply clear thinking to make decision.
Decision is a judgment that certain option is the best one.
Decision making process is as follow:
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āThere is a gap in our thinking that comes from believing that the way we see the world is the way the world really works. Itās only when we change our perspectiveāwhen we look at the situation through the eyes of other peopleāthat we realize what weāre missing.ā
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When deciding between several options, you must have specific evaluation criteria with these features:
For example, you want to live in suburb and look for new job. You can use the following criteria:
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You must know what is the most important thing for you when using your selection criteria.
If you donāt know what it is, then you donāt fully understand the problem yet.
One way to find the most important thing is by listing down all the criteria, then compare in pairs (one-to-one) which criteria is more favorable when itās true. Do it for all criteria until we find the ultimate winner.
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āThere is only one most important thing in every project, goal, and company. If you have two or more most important things, youāre not thinking clearly. This is an important aspect of leadership and problem-solving in general: you have to pick one criterion above all the others and communicate it in a way that your people can understand so they can make decisions on their own.ā
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Quality of your decision is determined by the quality of information you have. Most information is irrelevant. High quality information is both accurate and relevant.
Seek information from direct source. Run your own experiments. Learn from the real expert, not imitator or popularizer. Evaluate motivation and incentives of your source, because everyone has their own perspectives.
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The quality of your decisions is directly related to the quality of your thoughts. The quality of your thoughts is directly related to the quality of your information.
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High quality information comes from experts. There are ways to approach them effectively:
Experts love sharing what they know especially if it makes difference. Helping others make their life meaningful and they also enjoy doing what theyāre good at.
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At certain point, you must stop looking for more information and start taking action.
It depends on whether the decision is reversible or not and to what extent the outcome is consequential.
Take action based on the following rules:
For example, decide ASAP what to eat for breakfast, decide ALAP where to live, and be aware of FLOP when you choose where to have internship.
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Things donāt always go as planned. You need to have a buffer between what we expect to happen and what could happen. Thatās margin of safety.
Engineers build a bridge to sustain more than double its maximum capacity. Investors only choose business they understand so that they can calculate the margin of safety. You need to save for rainy days.
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Most people evaluate decision based on its outcomes, but they forget that there are outside factors, such as luck.
Quality of a decision is determined by the process and the reasoning used when the decision is made.
To evaluate your decision we need to make it visible by writing down your thoughts when you make the decision. Then you can evaluate whether the result is aligned with your expectation or not.
For example, a good trader usually keeps a trading journal to record each trade and reasoing behind it. This way allows them to learn what works and improve their trading skill over time.
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āMaking a good decision is about the process, not the outcome. One bad outcome doesnāt make you a poor decision-maker any more than one good outcome makes you a genius. Unless you evaluate your reasoning at the time you made the decision, youāll never know whether you were correct or just lucky.ā
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Weāre making decision mostly to get what we want, but itās equally important for us to know whether what we want is the right thing.
In the end, itās about what matters in life. We all want a happy, fulfilling and enjoyable life. We need to think deeply on whether what we pursue align with our ultimate goal.
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āGood judgment is, above all else, about being effective at achieving what mattersānot what matters in the moment, but what matters in life.ā
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IDEAS CURATED BY
Lifelong learner and content creator. Helping you to find joy at work, get more things done, and be your best self.
CURATOR'S NOTE
This book is great because of its simplicity. For some readers, the ideas may not be new, but I think itās because theyāre true and proven to be effective. I am sharing here whatās most interesting to me plus additional examples to make it easier to understand.
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