Dodge the path to where the world is moving, you need to clear your niche, start filtering the audience, stop looking for 1000 and just target the 100 and sustain them for your next 1000 posts. That's profitable.

Avoid The VANITY Metrics

People <a href="https://gauravpatil.substack.com/p/real-game-of-creating-and-managing">save</a> or <a href="https://gauravpatil.substack.com/p/real-game-of-creating-and-managing">stash</a> your content when they get something new to devour. May we jump in health, finance, psychology, ethics and history.Craving for a new technique or a new subject, increases our dopamine levels.

Educate Them

Reusing or copying the same content might lower their adrenaline rush as they were on a streak, eager waiting for your new post or episode. Not fulfilling their expectation may turn out to be a scorpion sting Don't give them chance to lower your rating.

Never Betray Them

Sources to start with may be <ul><li>Book</li><li>Article</li><li>Podcast</li><li>YTB</li><li>Poems and Quotes</li></ul>The above sources are all effective depending on the target audience. Observe which Source does the audience fall for. <a href="https://gauravpatil.substack.com/p/real-game-of-creating-and-managing">Target</a> the strongest source move some best ideas. Target the weakest source move plenty of ideas.

Observe The Channel

Let's mutually understand Tim Ferris on his scale, for beginning a new Niche Life!!!

Understand yourself and those around you.

psychology

Psychology

motivationandinspiration

Motivation & Inspiration

strategy

Strategy

education

Learning & Education

leadershipandmanagement

Leadership & Management

How to Create Content That Sustains a Career | Tim Ferriss

I guess a subtle one is them treating you differently in public vs how they treat you privately. These can both go either way.

Always talking shit about other people when they aren’t around.

When telling you about issues in their life and everything is everyone else’s fault/ no accountability

How someone treats another person based on their job title. Anyone who treats a server, maid, garbage person, etc like crap is just telling the world how much a piece they are.

When you express a boundary, they try to guilt trip you, pressure you, or threaten you to try and force you to do things you don’t want to do.

Treating people well only if they can benefit from them in some way. If they treat you well, but treat random people like shit, they aren't good people. And they'll treat you like shit too if you ever stop being of use to them.

If they brag about how they pulled a fast one on other people. As if to say how smart/slick they are and everyone else is stupid.

They never apologize.

It's always about them. They're always the hero or always the victim in their stories.Can't take criticism but probably dish it out to everyone else. They're never wrong.

They remember you are their friend only when they need something from you.

Nothing is ever their fault.

They constantly say or do things where their only justification for doing so is "It was just a joke" when called out on it.

When they cannot bring themselves to celebrate someone else’s success.

A lot of times they’ll straight up tell you. Anybody who gleefully tells you “I’m such an asshole” or “I’m such a bi*ch” is usually not joking, even if they say it while laughing.

Throwing trash out of a car window, littering

Treats animals poorly

So this should be obvious but it's not. As a guy, don't trust another guy if he cheats on his spouse. If he'll betray the closest person to him, he doesn't care about his friends either, trust me

Seem easy to spot "bad" people right? Not always I guess. Reddit is really a treasure if you know what to look after. Thousand of folks gave their thoughts, and voted on other's. Ideas kind of make sense, by sheer statistical number, from people's perspective.

r/AskReddit is the place to ask and answer thought-provoking questions.

philosophy

Philosophy

personaldevelopment

Personal Development

What's a giveaway that someone isn't a good person?

David McRaney is a science journalist, author, and host of the You Are Not So Smart podcast. He shares 5 key insights from his new book, How Minds Change: The Surprising Science of Belief, Opinion, and Persuasion.

How Minds Change: The Surprising Science of Belief, Opinion, and Persuasion

Persuasion is not coercion. It is also not an attempt to defeat your intellectual opponent with facts or moral superiority, nor is it a debate with a winner or a loser. Persuasion is leading a person along in stages, helping them to better understand their own thinking and how it could align with the message at hand. You can’t persuade another person to change their mind if that person doesn’t want to do so, and the techniques that work the best focus on a person’s motivations more than their conclusions. In many ways, persuasion is mostly encouraging people to realize that change is possible.

1. Persuasion is not coercion.

Ultimately, all persuasion is self-persuasion. People change (or refuse to do so) based on their desires, motivations, and internal counterarguing. By focusing on these factors, an argument becomes more likely to change minds.

Beliefs aren’t ideas stored in your brain, possessions on a shelf, or files in a biological computer. Belief is a process. To believe or doubt is the result of neurons in associative networks delivering an emergent sensation of certainty, or lack thereof. The speed of change is inversely proportional to the strength of our certainty, and certainty is a feeling: somewhere between an emotion and a mood, more akin to hunger than to logic. Persuasion, no matter the source, is a force that affects that feeling.“Ultimately, all persuasion is self-persuasion.”

2. Certainty is an emotion.

Brains resist change to some degree because updating when you shouldn’t is dangerous (you might become wrong). But since not updating when you should is also dangerous (you might stay wrong), the brain walks a tightrope, changing its mind carefully given a variety of motivations and goals.

3. Social death is greater than physical death.

The strongest motivation to resist change is the fear of shame and ostracism. As social primates, humans value being good members of their groups much more than they value being right—factually, morally, or otherwise—so much so that as long as we have a group that satisfies our needs, we will choose to be wrong if it keeps us in good standing with our peers.For the ideas that identify us as members of a group, we want to seem trustworthy, and reputation management as a trustworthy individual often supersedes most other concerns, including our mortality.

“The brain walks a tightrope, changing its mind carefully given a variety of motivations and goals.”

Disambiguation is what brains do when confronted with novelty and uncertainty. We use what we think we know to disambiguate the ambiguous. I love that term, especially because it comes from reading comprehension: the act of deriving meaning through context when a word, phrase, or entire essay could be interpreted in many ways.

4. Disambiguation leads to naïve realism.

There’s a term in psychology that pairs well with disambiguation “naïve realism.” This is the certainty one feels when blind to the fact that you are disambiguating, meaning your interpretation doesn’t feel like an interpretation. Since subjectivity often feels like objectivity, naïve realism makes it seem as though the best way to change people’s minds is to show them the facts that support your view, because anyone else who has read the things you have read or seen the things you have seen will naturally see things your way, given that they’ve pondered the matter as thoughtfully as you have.

Therefore, you assume that anyone who disagrees with your conclusions probably just doesn’t have all the facts. If they did, they’d already be seeing the world as you do.This is why you continue to ineffectually copy and paste links from all of your most trusted sources when arguing points with those who seem misguided, crazy, uninformed, or plain wrong. The problem is that this is exactly the same approach that the other side thinks will work on you.

“Since subjectivity often feels like objectivity, naïve realism makes it seem as though the best way to change people’s minds is to show them the facts that support your view.”

Imagine attempting to reach the Moon with a ladder and, upon failing, giving up in frustration because now you believe the Moon is unreachable. When we use the wrong tools and approaches, the people on the other side of the issues we care about can seem impossible to reach. That’s why I used to avoid arguing about politics, superstitions, or conspiracy theories, but I changed my mind about how minds change (and how to change them) after meeting the experts and activists who not only showed me a better way, but also explained the science behind why it works.

5. No one is unreachable.

Even among the people who seem furthest away from what you consider the ground truth, change is a moonshot away once you understand the nature of resistance and the proper techniques to avoid it. The ability to change our minds, update our assumptions, and entertain other points of view is one of our greatest strengths. It is an evolved ability that comes free with every copy of the human brain. To leverage that strength, we must avoid debate and start by having conversations.

Debates have winners and losers, and no one wants to be a loser. But if both sides feel safe to explore their reasoning, to think about their own thinking, to explore their motivations, then we can each avoid the dead-end goal of winning an argument. Instead, we can pursue the shared goal of learning the truth.

“We must avoid debate and start having conversations. Debates have winners and losers, and no one wants to be a loser. But if both sides feel safe to explore their reasoning, to think about their own thinking, to explore their motivations, we can avoid the dead-end goal of winning the argument.”-David McRaney

Author Quote

Science journalist David McRaney shares 5 key insights from his new book, How Minds Change: The Surprising Science of Belief, Opinion, and Persuasion.

problemsolving

Problem Solving

communication

Communication

The Slight Edge outlines the importance of doing small, little improvements in our everyday life to achieve a successful bigger picture, and how by focusing more on making better day-by-day choices you can shape a remarkable future.Everybody wants to be successful. No matter the field you’re in, chances are you’d like to be known as a top performer, having a significant amount of wealth and a happy, fulfilling personal life. Seems like the perfect scenario, doesn’t it? But when daydreaming is over, are you willing to put in the work?

The Slight Edge – Book Summary

Many people fall into the trap of thinking that overnight success is feasible, when in fact, achieving excellence is often the result of many years of hard work and daily commitment. When you look at the bigger picture, it’s easy to get lost and feel like the gap between the start and the finish line is too wide.However, starting as soon as today will narrow it down and help you take charge of your life. The Slight Edge teaches you exactly how to do that by changing your mindset into adopting small, day-to-day changes in your life that will pay off in the long run.

<ul><li>The choices we make every day define our future.</li><li>Be in the top 5% of successful people by understanding The Slight Edge.</li><li>Learn the three-step goal-setting process that can help you stay on track.</li></ul>Now, let’s dive a little bit deeper into these lessons and see what they mean!

Here are my three favorite lessons from the book:

The philosophy behind The Slight Edge is that success is the result of repetitive productive actions over a consistent period. When you adopt this mindset, your actions have to follow immediately for them to work. Therefore, everything we do each day must coincide with our burning desire to achieve success.This is something that’ll occupy your mind even when you’re not actively aware of it, such as when you’re thinking about what you should eat, or when you choose to go to bed earlier instead of losing sleep. First, you have to choose your predominant state of mind.

Lesson 1: Every day we have to choose between success or failure

Either you have the blaming mindset or the winning mindset.The first category likes to play the victim, and blame their misfortune in life for their failures. The second type of people takes responsibility for their actions, especially when life throws challenges at them. You should aim to become more like the second type, and then examine your focus. Are you oriented toward the future or the past?

Instead of living in regret, you should take your past experiences and turn them into life lessons. The two sets of people differ not because life treated one better than the other, but because of how they chose to respond to it. Every day you have a choice between actively building a successful life, or staying right where you are.

It is estimated that only five percent of people achieve their goals in life. These people not only understand what The Slight Edge is all about, but they’re also willing to put in the work that 95% of their peers aren’t. Therefore, if you think that small everyday choices don’t make a difference in the long run, you’ll have to think again.What makes the difference between those who achieve their goals and those who don’t lie in our everyday choices? We can either do that 15 minutes workout, or we don’t. We can choose to eat a healthy meal for today or go for junk food.

Lesson 2: Learn to appreciate the invisible results of your work to achieve what 95% of people don’t

However, these small, day-to-day choices will eventually define our future.By the time you can observe that someone has a competitive edge over you, it becomes too late to catch up on them. That is because the mundane things which are part of a daily routine seem invisible while you’re doing them, but as they add up in time, they’re building your future. Successful people know and leverage this concept for their benefit.

In contrast, unsuccessful people live in the moment and go by the philosophy that what they’re doing at the moment doesn’t matter. Truth is, success is gradual, and so is failure. If you want to make your future self proud, you’ll have to do something about it in the present day, every day.

If you want to meet your goals, you need to be able to set them. Implementing the three-step goal-setting process can put you miles ahead of the game. It all starts with writing down your goals, then visualizing them daily, and developing an action plan.Write down your goals clearly and simply. Then, read them aloud. This helps cement the idea in your head and make sure they’re clear on paper (or computer screen). Writing down objectives is also proven to boost the chance of you achieving them and remembering them long term.

Lesson 3: Implementing the three-step goal-setting process can put you miles ahead of the game

Look at them daily: You should look at the list of goals every day—either right when you wake up or right before bed—and ask yourself if you’ve done anything toward those goals that day. If not, why not? What could you do differently tomorrow?Try making some small changes in your daily routine so that these small changes add up over time until they help you achieve those bigger goals! Some people find that vision boards help, as they’re always there to look at in times of distress or when you lack momentum.

Develop a plan: Once you’ve written down your goals, looked at them every day, and asked yourself why they haven’t been achieved yet, it’s time to develop a plan for moving forward with them! Set your end goal and then divide it into smaller chunks and bite-sized objectives.

The Slight Edge will give you all the right tools to start creating the life you desire. If you’re always stuck in your head, you find it hard to stick to a plan and follow a routine, or you fall for trends rather than keep on pursuing your objective, then this book is for you.Say goodbye to procrastination and learn to develop an excellent life by working on your mindset and then seeing your actions follow. Everyone knows that changing your life for the better starts from within, but not everyone knows the actionable steps they need to follow to make the change.

The Slight Edge – Book Review

This is where this book steps in by giving you a blueprint for your next stage in life. If you’re ready to make that change you’ve been waiting for, I strongly recommend this book.

The 30-year-old who is looking to adopt healthier habits and become more productive, the 40-year-old who feels stuck and wants to turn their life around, or the 28-year-old entrepreneur who wants to become successful and build a long-lasting business.

Who would I recommend The Slight Edge to?

“The truth is, what you do matters. What you do today matters. What you do every day matters. Sucessful people just do the things that seem to make no difference in the act of doing them and they do them over and over and over until the compound effect kicks in.”-Jeff Olsen

The Slight Edge outlines the importance of doing small, little improvements in our everyday life to achieve a successful bigger picture.

habits

Habits

The Slight Edge Summary

What is emotional intelligence? How do you improve yours? Why should you even care?Personally, I'm more likely to do things if they're easy. That's why I'm a big fan of the simplest emotional intelligence-improving idea I've ever come across: memorizing specific words and phrases that leverage emotions in positive ways to make it more likely you'll achieve your goals. Over time, these phrases become second-nature, you begin to notice why they work.

7 Smart Phrases People With High Emotional Intelligence Keep Saying Over and Over

It's sort of like learning phrases in a foreign language phonetically, only to realize after using them for a while that you better understand what they actually mean and how to spell them.Here are seven smart, simple, specific things that people with high emotional intelligence learn to say reflexively, over and over.

"Why" is a magic word. It's like a linguistic can opener that pries motivations free, and separates emotion from objectivity. <ul><li>"Why are we all competing to buy the same product?"</li><li>"Why am I working so hard on this one particular project?"</li><li>"Why am I so quick to respond when this demanding client asks something of me?"</li><li>"Why am I still working late nights and weekends, when my family would rather have me home?"</li><li>"Why is the person in that car yelling at me?"</li></ul>

1. "Let's think about why."

People who challenge themselves to ask this question over and over, both silently (to themselves) and out loud, are more likely to find the things that they're emotionally motivated to achieve, and to avoid the ones they don't.And when they find unhealthy emotions acting as the driving forces, they can look elsewhere.

Politeness costs nothing. But people with high emotional intelligence understand that gratitude is one of the keys to happiness in life, which can only leave people feeling good about those who express it to them.<ul><li>Bonus point no. 1: Find opportunities to end conversations with expressions of sincere, uncontroversial thanks. (Emphasis on "uncontroversial." Things like "Thank you for taking the time to talk," as opposed to "Thank you for coming around to my point of view.")</li></ul>

2. "Thank you." (Also "please" and "you're welcome.")

<ul><li>Bonus point no. 2: Saying "You're welcome," instead of more dismissive phrases like "No problem," acknowledges that you've done something for someone else that is worthy of gratitude. It's a trigger for positive reactions in others.</li></ul>They're such short phrases, and we use them all the time. But emotionally intelligent people do so intentionally--going into conversations looking for an opportunity to repeat them, because they learn how powerful they can be.

Yes, I listed this one next because it's the seeming opposite of the previous phrase. But, good fences make good neighbors, and healthy boundaries make for healthy relationships. In short, people with high emotional intelligence understand that saying no when they're offered something they don't really want, whether it's a business opportunity or an invitation or a flyer on the street, is a mark of respect to other people. It says you respect your time, and you're going to respect other people's as well.

3. "No, thank you."

There's a lot of power packed into these six words, and emotionally intelligent people appreciate why. First, no matter what happens after this sentence, you've signaled to someone else that you care to make the attempt to understand where they're coming from. You're not assuming you understand and you're not ignoring them. You're making the effort.Second, the fact that it's phrased as a question? Chef's kiss. There's emotional power in asking permission like this, and it likely gives you leeway as you articulate your understanding.

4. "Can I see if I understand?"

Finally, it's powerful because if you're asking to understand, you're not saying things that are less effective at building rapport; for example, summarily assuming "Look, I know how you feel."Whether we're talking about people's deep convictions, or their experiences -- or even the details of a supply they need to purchase, or driving directions -- everyone wants to be understood. But, most people also understand how difficult it is to do that, if you truly mean it.Anyway, ask the question like this, and then articulate what you think you understand as a test. You'll be amazed at the results.

Quick background on this one. People with high emotional intelligence understand that if you want someone to agree with you, or to choose the course of action you want them to follow, it makes sense to make it easy for them to do so.

5. "I make this mistake all the time ..."

It sounds basic, but this is the exact opposite of the way many people try to persuade others to do things: basically by brute force. Just imagine the emotional reaction you'd have to someone saying each of the following two things to you, and comparatively how likely you'd be to go along:<ul><li>Example no. 1: "I can't believe you were so foolish as to make this mistake! You need to fix it right now!"</li><li>Example no. 2: "I make this mistake all the time; it's so easy to miss. I wonder if you'd check and see if you might have done something similar."</li></ul>

See what I mean? Granted, "I make this mistake" is a bit of a placeholder phrase on this list; the point is to use your words to create emotional safety valves that make it easier for people to shed negative emotions in any situation, and simply act in your interest.Starting out by stating that you often make the very mistake you're about to discuss suggests that there's not an issue of moral failing or superiority here (warning: bad emotions!). You're just looking for answers.

If there's a person on this beautiful planet of ours who isn't flattered when asked to give their advice, I haven't met them. So, almost no matter what else you follow this question with, people with high emotional intelligence know that it's geared to trigger a warm response.But, there's actually a centuries-old technique attached to this, in that people are also hard-wired to want to be able to help others -- or at the very least, to know that they could help others if they wanted to. (Ben Franklin wrote about this phenomenon in the 1770s.)

6. "Can I ask for some advice?"

Bottom line, the request suggests that others have or know something you don't. Emotionally intelligent people know that increases pride, and interest, and maybe willingness to cooperate.<ul><li> (Bonus level on this one, the next time you see the same person? "I took your suggestion to ...")</li></ul>

We'll end with a phrase that's truly next-level, because it probably presages something negative, but it works anyway. In short, these six words can only be taken as a compliment, but they're very likely to be followed by something more difficult:<ul><li>"I expect a lot from you, but this time you came up short."</li><li>"I expect a lot from you, and that's why I'm so disappointed."</li><li>"I want you here because you're amazing, and I need to know I can rely on you."</li></ul>

7. "I expect a lot from you ..."

On Dax Shepherd's Armchair Expert podcast, Bill Gates once explained how this kind of approach was key to his leadership style at Microsoft. Actually, Gates used a slightly different phrase: "The reason you're here is because you're amazing."But, as you might expect, it was often followed with something like, "But, you're not meeting expectations at the moment." These kinds of phrases are designed to leverage other people's pride and even guilt, to get them to perform.

Actually, this is a great example to leave things on, because it illustrates how practicing emotional intelligence doesn't always mean being nice to people. That can be a great side-effect, but it's not the ultimate goal.

“There is no separation of mind and emotions; emotions, thinking, and learning are all linked.”-Eric Jensen

Emotional Intelligence Quote

7 Smart Phrases People With High Emotional Intelligence Repeat Over and Over

'Why is the person in that car yelling at me?'

mentalhealth

Mental Health

7 Smart Phrases People With High Emotional Intelligence Keep Saying Over and Over, and Why

<ul><li class="ql-align-justify">Don't use the word "dream" when talking about your dream car, dream house, dream life. This word makes your brain think that it's something unobtainable, far away, and difficult right now. When in fact, you can start achieving it now.</li><li class="ql-align-justify">Trick your brain; your brain hates difficult (you can relate to this when you procrastinate) so choose your words and labels properly.</li></ul>

Don't Say It's Your "Dream" Car

<ul><li>Normalizing. Normalize the feeling of driving that car; test drive it; imagine the feeling of owning that house; hang around with people who have the life you want to have.</li><li>Desensitize. To do the things mentioned above you might feel the "oh cr*p; this is way above me, i don't belong here, this is too much."</li><li>For example when you first try driving around the neighborhood of rich people you'll be like "omg" but for the 20th time you'll be like "oh it's just a house; they're just people like me, i can do this." You got used to it.</li><li>If you wanna be a successful person then act like one.</li></ul>

Own It Energetically Before Owning It Physically

<ul><li>Don't be jealous, don't curse other people because they have what you want.</li><li>Negativity only detracts what you want instead of attracting it.</li><li>A good practice for example is to think that you have that money too, it's yours, it's just not in your pocket YET.</li></ul>

Attract Don't Detract

Episode 408 - Do you know what you want? Let me tell you how to attract it into your life right now! Check this episode out to learn more...

See omnystudio.com/listener for privacy information.

The Mindset Mentor - How to Get What You Want NOW

Is the day already over and you haven’t done even half of what you’d planned to do? Does this situation frustrate you? In fact, you probably find the hours, days, and weeks go by, and everything’s always the same. You never have enough time.As a rule, this phenomenon is due to poor organization. You don’t take advantage of each and every moment because you’re constantly distracted, and you spend time on goals that don’t add any value to your life, you might be a little lazy, or you leave everything to the last minute (procrastination).

Do you have enough time?

By filling your work schedule and occupying all your time and mental space doing things, you don’t have the chance to think about your own existence. Thus, the “I don’t have time” serves as a mechanism for not seeing being alone with yourself and all those questions and existential anguish that torment you when you take a break.Your lack of time helps you get rid of uncomfortable questions like “Is this really the life I want to lead?” The noise of the activities allows you to dodge such a question.

You’re afraid to be alone

Multitasking can hamper your productivity by reducing your comprehension, attention, and overall performance . Research has discovered that multitasking affects the speed and accuracy with which pharmacy doctoral students identify prescription errors.Although you may feel that you work faster when you multitask, the truth is that you don’t. You work slower and less efficiently when multitasking (Cherry, 2021).Humans experience serious difficulty in multitasking, due to the way attention and executive control work.

You have a habit of working in multitasking mode

If you don’t have time for anything, it’s highly likely that you have an activity prioritization problem. This means you don’t know how to classify your tasks by their degree of importance or you don’t dedicate to them the time they deserve.Try not to start something without first asking yourself, “Do I really need to do it now?” If your answer is no, then don’t do it. Do the most important and priority tasks first. Then, move on to the other things. Prioritizing ensures that you use your time efficiently.

You have difficulty prioritizing

If you don’t review your schedules and plans, you may end up wasting your time and energy on things that are no longer useful or necessary. Ultimately, this will leave you feeling as if you don’t have enough time. That’s because your priorities have changed, but you’re still doing the same old thing yet expecting different results.

You have an agenda, but you don’t pay attention to it

Clutter decreases your productivity and your chances of doing everything you’ve planned. If you don’t manage your time properly, you won’t have enough. One study has found that practicing time management strategies also contributes to improving time management skills. This means the longer you spend practicing managing your day, the better you’ll get at it.The study also found that time management behaviors are positively related to perceived time control, job satisfaction, and health, and negatively related to stress.

You’re disorganized

You may not have time because you don’t sleep well. Sleep is necessary for your organic functioning and also for your mental one. An absence of quality rest is associated with reduced general well-being, performance, and productivity. If your cognitive performance and productivity are reduced, how do you expect to be able to do everything you’ve planned?One study has demonstrated that people who sleep an average of seven to eight hours perform better in cognitive tasks of reasoning and problem-solving.

You don't sleep well

You don’t know how to say no to a plan, a commitment, or someone else’s request. This lack of assertiveness ends up taking away the time you might’ve had for other important things you want to do. Finding time for yourself should always be your top priority. So make sure you prioritize yourself and your well-being above others.

You don’t know how to say no

If you never have time for what’s important, maybe it’s because you’re filling your schedule with activities or tasks that meet other people’s needs and not your own. For example, perhaps you’d prefer to stay at home on your sofa reading that novel you’ve just bought or watch the movie that’s been recommended to you, but you can’t because you don’t have time, as you have a thousand more commitments to fulfill as well as tasks that are overdue. That’s because you’ve spent too long pleasing others.

You seek to please others

If you never have time to do everything you've planned, try to focus on managing both your time and your activities.

productivity

Productivity

timemanagement

Time Management

Why Don't You Ever Have Enough Time?

<a href="https://en.wikipedia.org/wiki/Attentional_bias">Attentional Bias</a>: subconsciously we choose points where we pay attention to. A smoker is more likely to notice other people smoking.<a href="https://en.wikipedia.org/wiki/Illusory_truth_effect">Illusory Truth Effect</a>: by repeatedly hearing false information we come to believe it is the truth.<a href="https://en.wikipedia.org/wiki/Mere-exposure_effect">Mere Exposure Effect</a>: we give preference to things we have seen more often or are familiar with.<a href="https://en.wikipedia.org/wiki/Context_effect">Context Effect</a>: the context in which we see something affects how we look at something and what value we place on it.<a href="https://en.wikipedia.org/wiki/Availability_heuristic">Availability Heuristic</a>: memories that happened recently outweigh memories with more impact from the past.

151 Cognitive Biases

Picture Superiority Effect: we remember pictures better than text.Self-Reference Effect: things we feel related to we remember better.Negativity Bias: people are more likely to be attracted to negativity.Anchoring: we hammer down on the first piece of information we receive, we interpret new information from the first piece of information.Conservatism Bias: we do not sufficiently revise our opinion when we’re shown new evidence.Contrast Effect: red dots on a white background appear black, but on a gray background they appear red.

Self-serving Bias: we want to keep our self-esteem high, therefore we think that success comes from our own ability and we write off mistakes to external factors.Illusion of Control: we overestimate our ability to influence certain events.Illusory Superiority: we overestimate our own ability and our own qualities over those of others.Trait Ascription Bias: we consider ourselves unpredictable in terms of personality, behavior and mood while we consider others predictable.Effort Justification: the value we place on an outcome is determined by the energy we had to put into it.

Risk Compensation: we become more cautious when risk is high and become less cautious when we feel confident and secure.Hyperbolic Discounting / Instant Gratification: we prefer a reward if we get it sooner, we unconsciously attach a discount to a reward that is further away.Appeal to Novelty: underestimate the status quo and think that new is always better.Identifiable Victim Effect: we are more willing to help if we see one victim than if a large group needs the same help.Zeigarnik Effect: we remember unfinished tasks better than completed tasks.

<a href="https://en.wikipedia.org/wiki/Cue-dependent_forgetting">Cue-Dependent Forgetting</a>: remembering certain things by thinking of equivalent memories.<a href="https://en.wikipedia.org/wiki/Frequency_illusion">Frequency Ilussion / Baader-Meinhof Phenomenon</a>: if you see something once and start paying attention to it, you will see it more often, if you buy a car you will see the same car more often.Empathy Gap: we are bad at empathizing with others, but expect others to empathize with us.Bizarreness Effect: we remember bizarre things better than normal things.Humor Effect: we remember things with humor better than without.Von Restorff Effect: we remember one striking thing in a series of equivalent things better.

Distinction Bias: we place more value on the difference between two options when comparing them than we would if we were evaluating them separately.Framing Effect: people are influenced by the way information is presented, 20% fat or 80% fat free.Confirmation Bias / Continued Influence: we unconsciously focus on things that align with what we believe.Post-Purchase Rationalization / Choice-Supportive Bias: after making a choice, we overvalue positive attributes of the choice and forget the negative attributes of the choice.

Selective Perception: we ignore certain things if they are not in line with what we believe.Observer-Expectancy Effect: people behave differently when someone is watching them.Experimenter’s Bias / Observer Effect: a researcher can, without realizing it, influence his participants to go in a certain direction.Ostrich Effect: ignoring negative things like feedback or criticism, burying your head in the sand.Semmelweis Reflex: rejecting new evidence because it doesn’t match current norms, beliefs and paradigms.

Naïve Cynicism: we think people are more selfish than they really are.Naïve Realism / Bias Blind Spot: we think we see the world objectively and that others who don’t see it the same way are misinformed, irrational or biased.Clustering Illusion: we think we see clusters when objects are placed randomly.Insensitivity to Sample Size: looking at a statistic from a test without considering the test size. In fact, variation is greater in smaller test sizes.

Neglect of Probability: neglecting a relatively small chance that something will happen. Not wearing a seatbelt because there is a small chance of an accident happening.Anecdotal Fallacy: evidence based entirely on personal experience without real evidence.Illusion of Validity: we overestimate our ability to make decisions based on data.Gambler’s Fallacy: thinking that something will not happen soon in the future if it has happened many times in the past.Hot-Hand Fallacy: thinking that a person with success in the past is also going to have success in the future.

Illusory Correlation: seeing a correlation between two variables that are unrelated.Pareidolia: seeing patterns or objects in something that are not there. For example, seeing shapes in the clouds.Anthropomorphism: personifying an animal or object, for example, a sun with a face.Group Attribution Error: thinking that the characteristics of one person reflect the characteristics of the whole group.Stereotyping: a generalized belief about a certain category of people.Essentialism: believing that an object must have certain properties for its identity.

Functional Fixedness: using an object only for the way it traditionally should be used.Self-licensing: increased self-confidence makes an individual more likely to engage in undesirable behavior because they believe there are no consequences.Just-World Hypothesis: thinking that the world is fair and that everyone gets what is coming to them. People who do good things will be rewarded and people who do bad things will be punished.Authority Bias: we value the opinion of an authoritarian, people follow authorities rather quickly.

Automation Bias: preference of suggestions made by an automated system, even if a non-automated suggestion is better.Bandwagon Effect: adopting a certain behavior, belief, style or attitude because others do it.Placebo: believing something works is often enough to make a remedy work.Cross-Race Effect: we recognize faces of our own race better than faces of another race.In-Group Favoritism: we prefer people in our own group rather than outside the group.

Halo Effect: people, companies, brands or products are judged by their past performance or personality, even if the current or future situation has nothing to do with it.Cheerleader Effect: individual people are more attractive in a group.Positivity Effect: we tend to bring positive news.Not Invented Here: not buying or adopting ideas, products, research, standards or knowledge because they come from external sources.Reactive Devaluation: undervaluing something coming from someone who stands for something different than you.

Well Traveled Road Effect: estimating route times differently because you are unfamiliar with the route. Routes traveled more often seem to take less time than new routes.Mental Accounting: we put a value on something we have earned that is based on how we earned it, for example, did we have to work hard for it?Appeal to Probability Fallacy / Murphy’s Law: we assume that if there is a chance of something happening that it will actually happen.

Normalcy Bias: we underestimate things that might come, sometimes we don’t even believe they are going to come. For example, think of a car accident or a natural disaster.Zero Sum Bias: thinking that if one thing goes up that another will go down.Survivorship Bias: looking only at the successful subset in a larger group in which many have failed.Subadditivity Effect: judging the probability of a whole as less than the probability of separate parts.Denomination Effect: we are less likely to spend money if it is large bill money, we are more likely to spend lots of change of the same value.

Illusion of Transparency: we assume that others know how we feel.Curse of Knowledge: while communicating with others we think they know the same as us.Spotlight Effect: people feel watched, much more than they are actually watched.Extrinsic Incentives Bias: thinking that others are more motivated to do something if they receive an extrinsic reward (such as money) than for an intrinsic reward (such as learning a new skill).Illusion of External Agency: thinking that good and positive things happen because of outside influences.

Illusion of Assymetric Insight: we think we know others better than others know themselves.Rosy Retrospection: people judge the past as more positive than the present.Hindsight Bias: we think past events were more predictable than they actually were.Outcome Bias: evaluating a decision when the outcome is already known.Impact Bias / Affective Forecasting: we find it difficult to estimate how much emotional impact certain actions or events will have on us.Optimism Bias: thinking that a negative event is less likely to occur to ourselves.

Planning Fallacy: we underestimate the time a task will actually take from us, outsiders overestimate the time others need for a task.Pro-innovation Bias: not seeing the limitations and weaknesses of a particular innovation, only wanting to implement the innovation.Restraint Bias: we overestimate our ability to control impulsive behavior, we don’t think we’ll get addicted on something.Overconfidence Effect: we think we make better decisions than we actually do, especially if our self-confidence is high.

Social Desirability Bias: in conversation with others, we answer questions in a way we think will make the other person happy, personally and professionally.Third-person Effect: we overestimate the effect that mass communication has on others, but underestimate the same effect on ourselves.False Consensus Effect: we think our own behavior and the choices we make are normal, especially given the circumstances in which they occur.Hard-Easy Effect: we think that a difficult task will be a success faster than an easy task.

Dunning-Kruger Effect: people without skills overestimate their own ability, people with lots of skills underestimate their own ability.Egocentric Bias: we place too much value on our own perspective and opinion.Optimism Bias: thinking that a negative event is less likely to occur to ourselves.Barnum Effect / Forer Effect: thinking a text is about you when the text usage is so vague and general that it applies to a large group of people, this is often used in horoscopes.

Sunk Cost Fallacy: something paid for that cannot be reversed. Past costs incurred are no longer relevant to future decisions.Irrational Escalation: continuing what you were doing despite having negative outcomes because it is in line with past decisions and actions.Generation Effect: we remember things better when we have thought of them ourselves rather than having read them somewhere.Loss Aversion / Disposition Effect: we are more afraid of losing something than we are motivated to win something.

IKEA Effect: we place more value on products that we have helped create.Zero-Risk Bias: we prefer to reduce risk on subcomponents than remove a greater amount of risk over the whole.Processing Difficulty Effect: we remember information better when we have to put in work to understand it.Endowment Effect: we are more likely to keep something we already have than we would be to get the same thing if we didn’t already have it.Backfire Effect: if we reject evidence that goes against what we believe then we will believe even more strongly in what we already believe.

Reverse Psychology / Reactance: promote a belief or behavior that is opposite to the desired behavior, the person is then more inclined to start doing the opposite (the desired).Decoy Effect: people tend to make a certain choice between two options if given a third, not interesting, option.Social Comparison Effect: we tend to dislike people if they are physically or mentally better than us.Less-is-better Effect: we perceive a €50 scarf as more value when scarves are between €5 and €50 than a €55 coat when coats are between €50 and €500.

Conjunction Fallacy: we think something is more likely to happen if it contains a specific condition (loses the first set, but wins the match) than if it is presented as a general event (wins the match).Law of Triviality: focusing on non-important details (whether or not to put ‘,’ in a certain spot) when there are much more important things (campaign budget) to discuss.Rhyme-as-reason Effect: we are more likely to believe things if they are rhymed.Belief Bias: we find arguments stronger if they support what we already believe.

Information Bias: more information is not always better; we think we make better choices when we have more information, but that is often not the case.Ambiguity Bias: we prefer options that have a higher probability of success than options whose probability of success is unknown.Misattribution of Memory: we sometimes do not remember things as they happened.Source Confusion: remembering things differently after hearing other people talk about the same event.

Cryptomnesia: we see something somewhere and later remember it as something we did or made ourselves.False Memory: remembering things we think we made, but which in fact never happened.Suggestibility: we are willing to accept suggestions from others and build on them for actions, if someone says something often enough we start to believe in it.Spacing Effect: by putting more time between studies we remember things better because it gets into our long term memory.

Fading Affect Bias: memories with negative associations are forgotten faster than positive memories.Negativity Bias: we are much more attracted to negativity.Prejudice / Stereotypical Bias: we prejudge people based on the group we put them in, for example their political affiliation, gender, age, religion or perhaps race.Serial-position Effect: we remember the first and last items in a list the best, middle items the worst.Recency Effect: we best remember things that happened most recently.

Primacy Effect: we best remember information presented first.Memory Inhibition: we don’t remember much of irrelevant information.Modality Effect: the way knowledge is presented contributes to how well the knowledge is remembered. In general, knowledge is better transferred using a visual presentation.Duration Neglect: how painful or unpleasant an experience is remembered will not be determined by the duration of this painful- or unpleasantness.

Serial Recall Effect: our ability to recall items or events in order.Misinformation Effect: our ability to adjust memories of events after hearing information after the event has occurred.Peak-end Rule: the value we place on a memory is not determined by the average of that event, but is determined by its peak and end.Levels-of-Processing Effect: the better we analyze something and the more energy we put into the information the better we remember it.

Absent-mindedness: people have three reasons for not paying attention or forgetting things:<ul><li>Lack of attention</li><li>Tunnel vision on one item and forgetting the rest</li><li>Distraction by external factors</li></ul>Testing Effect: things are sent to our long-term memory faster if we have to recall/remember certain things more often.Next-in-Line Effect: things we hear/see/experience just before we need to perform we remember worse than things further in advance or after.Google Effect: we forget information that we can easily look up.Tip of the Tongue Phenomenon: not being able to bring up a particular word or phrase.

A cognitive bias is a systematic error in thinking that occurs when people are processing and interpreting information in the world around them and affects the decisions and judgments that they make. Can be used in Marketing ...

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151 Cognitive biases 

The common way to talk about happiness is as a single scale: unhappy at one end, neutral in the middle, happy at the other end.That model is wrong.Instead, happiness and unhappiness are two separate, independent scales.A good life requires tackling each one separately.

Happiness and unhappiness are two separate, independent variable

This dramatically changes how you deal with various life-problems. If someone (including yourself) is struggling with low well-being, it's important to ascertain which of two problems are happening: <ul><li>not enough happiness </li><li>too much unhappiness </li> </ul>

Not Enough Happiness Vs Too Much Unhappiness

The common way to talk about happiness is as a single scale: unhappy at one end, neutral in the middle, happy at the other end. I think that model is wrong.

Happiness Is Two Scales

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