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With time, our brains develop clever artifices to help solve common problems. These repeated concepts are called heuristics: algorithms, procedures or rules of thumb that simplify decision...
The problem with using this appears we rely too much on using our existing heuristic patterns without modifying them, because that can create a state of mental stagnation.
We like to be right. And to protect our desire to be right, we look for evidence that supports our ideas and ignore evidence that contradicts them.
But to construct a hol...
In the long-term, comfort is bad for your brain.
Seeking new experiences, learning new skills, and opening the door to new ideas inspire us and educate us in a way that improves mental clari...
“It’s the willingness to leave the comfort zone that is the key to keeping the brain new.”
Curiosity is the force that activates and sustains lifelong learning.
A naturally curious mind takes interest in a wide range of subjects to find connections to help solve...
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... and boils down to what we give up to attain something. Our mindsets are inclined towards pleasure and resistive towards pain. We normally like to think in terms of gai...
Decisions are a cost-benefit analysis of risking something small for the opportunity to gain something big.
Trade-offs are not something as simple as flipping a coin. Our values guide us towards what we want in life, and it is not the same for all. Example: Buying a house has a trade-off of mortgage for the next ten or more years. This is subjective and depends on what we value in life.
Indecisive people suffer because they don’t know their inner values and what they care about.
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They are shortcut strategies that save time and effort by focusing our attention and simplifying the way we process information. The rules aren’t universal- they’re tailored to the particular si...
They guide the choice of what to do (and not do) without requiring a lot of time, analysis, or information.
They work well for categorical choices, like a judge’s yes-or-no decision on a defendant’s bail, and decisions requiring many potential opportunities to be screened quickly.
These rules also come in handy when time, convenience, and cost matter.
They rank options to help decide which of multiple paths to pursue.
They are especially powerful when applied to bottleneck activities - pinch-points in companies, where the number of opportunities swamps available resources, and prioritizing rules can ensure that these resources are deployed where they can have the greatest impact.
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Most of the psychological theories are verbal, but words can be imprecise. If "cooperation is intuitive", it needs to state when. And what does "intuitive" mean?
In order to solve this, compu...
These models represent collections of individual people described by computer algorithms that capture a specific set of traits, such as a tendency to cooperate or not.
The patterns that emerge can tell you things about large-scale social interaction that lab experiments and real people never could.
There seems to be evolutionary logic to the human ability to cooperate but adjust if necessary. To trust, but verify.
We generally collaborate with other people because it benefits us. Our rational minds let us work out when we might occasionally gain by acting selfishly instead.
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