Enemies of the clear thinking

Biloligical instincts controls us Emotion default: respond to feelings rather than reasons and facts Ego default: react to anything that threatens our sense of self-worth or our position Social Default: conform to the norms of our larger social group The inertia Default : resist change, prefer ideas/ processes / environments that are familiar Default to clarity

• We can't eliminate our defaults but we can reprogram them.
• Improve you defaults by creating an intentional environment where your desired behavior becomes the default behavior.

Building Strength

Inheria is double edged sword: build strength then inertia becomes a nearly unstoppalbe force that unlocks your potential

Self Accountability: holding yourself accountable for developing your abilities, managing your inabilities, and using reason to govern your actions - reponsibles for abilities, inabilities, actions - It's not your faults? but it's still your responsibility - You can't control everything, but you can control your reponse, which makes circumstaznces better or worse

Self- Knowledge: know your strengths, weakness, power, limitations, vulnerabilities, what is your contorl and what isn't, blind spots ( you don't know what you don't know)

Self Control: mastering your fears, desires, and emotions - create space for reason instead of just blindly following instinc - able to view and manage your emotions as if the were inanimate objects (things that don't have the power to determine what you do unless you let them)

Self Confidence: trusting in your abilities and your value to others

Setting the Standards - we unconsciously become what we're near - "Is this your best work" - why we have low standards: we don't really care about it, we're not all in

Exemplars + Pratice - Find examplars/model => create your peronsal board of directos. Image them watching you make decisions and power moves. - have opinions and arguments ( you can argue against yourselft better that your real opponents can)

Manageing Weakness

Blind spots: - Some blind spots are due to our perspective => take others

Safegaurds - Strategy 1 - Preventions: avoid decision-making in unfavorable conditions (HALT : hungry, angry, lonely and tired ) - Strategy 2 - Automatic rules for success: replace decisions with rules ( Ex: I don't drink beer, …) - Strategy 3 - Creating Frictions : ex: hide mobile phone - Strategy 4 - Putting in guardrails: formulate operating procedures for yourself because you know form hard experience when your defaults tend to override your decision-making. Have check lists .. - Strategy 5 - Shifting your perspective;

Handle mistakes - Accetps responsibility - Learn form the mistake - Commit to doing better - Repair the damage as best you can

Decisions: clear thinking in actions

1. Define problems - What you want to achieve? what obstacles ? - Social defults: to accept the first definition - The definition Principle : take responsibility for defining the problem. Don't let someone define it for you. Do the work to understand it. Don't use jargon to describe or explain it - The Root Cause Principle: identify the root cause of the problem. Don't be content with simply treating its symptoms - Tools: What would have to be true for this problem not to exist in the first place - Safeguard: Build a problem-solution fireware. - Tips: Write out the problem -> makes the invisible visible. Write down what you think the problem is? Look back next day.

2. Explore possible solutions
   • The bad outcome principle: Imagine the things that could go wrong and how you'll overcome them => Leave nothing out of consideration
   • The second-level thinking principle: "And then what?" (the consequences, the futures …).
   • The 3+ principles: explore at least 3 possible solution.
   • The Opportunity-cost principles:
   • The 3-lense principles ? view opportunity cost through 3 lenses (1): compared with what? (2) and then what ? (3) at the expense of what?
   • Safeguards:
     • imagine that one of the options is off the table. Take each of the options you're considering , and one at a time, ask yoursef "What would I do if that where not possible?"
     • Both-And options: having both of the options?
   • Example: consider 3 options a) find other jobs; b) go to school; c) apply the bad outcome principles & second-level thinking principal
   • Example: compare a Tesla and BMW

3. Evaluate the options - What are criteria? How to apply them ? - Features of criteria : - (1) Clarity: simple, clear and free of any jargon ; - (2) Goal promotion : favor only those options that achieve the desired goal - (3) Decisiveness: favort exactly one option - The targeting principle: know what you're looking for before you start sorting through the data - The HiFi Principles: Get high-fidelity (HiFi) information - information that's close to the source and unfiltered by other people's biases and interests - The HiEx Principle: Get high-expertise (HiEx) information, which comes both form people with a lot of knowllege and /or experience in a specifc area, and from people with knowledge and experience in many ereas. - Safeguard: - Evaluate the motivations and incentive of your souces. Remember that every one sees things form a limited perspective - Whet get information form other people, ask questions that yield detailed answers. Don't ask what they think; instead, ask them how they think. - Questions: - What are the variable you'd use to make this decision if you where in my shoes? How do those variables relate to one another? - Whay do you know about this problem that I (or other people) don't? What can you see based on your expericne that someone without your experience can't? What do you know that most people miss? - What would be your process for deciding if you were in my shoes? How would you go about doing it?

4. Do it
   • The ASAP Principle: if the cost to undo the decision is low, make it ASAP
   • The ALAP Principle: if the cost to undo a decision is high, make it ALAP
   • The Stop, Flop, Know Principle: Stop gathering more information and execute your decision when either you
     • Stop gathering useful information (You can argue credibly, stop learning new things ..
     • First Lose an Opporunity
     • Know something that makes it evident what option you should choose

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5. Margin of saftey
   • Margin of safety: a buffer between what you expect to happen and what could happen => Save you when suprises are expensive; Give coverage in the future as possible
   • Tip : the margin of Safety is often sufficient when it can absorb double the worst-case scenario.
   • Bullets before Cannonballs: perform small, low-risk experiments on multiple options.
   • Live with a decision before announcing it:
   • The Fail-Safe Principle:
     • Set up trip wire to determine in advance what you'll do when you hit a specific quantifiable tijme, amout, or circumstance
     • Use commander's intent to empower others to act and make dicisions without you. Include Formulate, Communicatre, Interpret, and Implement.
       • Communicate the strategy, the rationale, and the operational limits to the teams. What to do, Why to do
     • Tie your hands to keep your execution on tract
     • Example climb to Everest
6. Learn form your decisions
   • The Process Principle: when you evaluate a decision, focus on the process you used to make the decision and not the outcome
   • The Transparency Principle: make you decision-making process as visible and open to scrutiny as possible
   • Safeguard: keep a record of your thoughts at the time you make the decision. Don't rely on your memory after the fact. (Trying to recall what you know and thought at the time you made the decision is a fool's game)
   • Why ?
     • You can control the process

Wanting what matters