Podcast appearances and mentions of Daniel Kahneman

AI is changing how leaders think, decide, and work with their teams. But as John Cutler points out in this conversation, the real shift is not simply about faster answers or more productivity. It is about becoming more aware of the judgment systems we already use, often without noticing.In this episode of the Unlearn Podcast, I'm joined again by John Cutler, product thinker, systems explorer, and Head of Product at Dotwork. We explore how AI can help leaders expose their thinking, pressure test decisions, and build stronger team judgment, while also making it easier to accelerate poor habits, shallow work, and false confidence.John shares practical examples from product prioritization, survey design, objection handling, and team collaboration to show where AI can genuinely improve decision quality. We also get into the tradeoffs: why AI can make work feel like “hard mode,” why downtime still matters, and why intentionality is becoming one of the most important leadership skills in this moment.Key TakeawaysAI exposes how leaders make decisions: AI tends to amplify the decision system already there. When a leader's thinking is clear, AI can help make it visible and reusable; when it is vague, AI can make that vagueness move faster.Judgment is built differently depending on the situation: John explains that some judgment comes from repetition and tacit pattern recognition, while other judgment develops through coaching, discussion, and working alongside people with more experience.AI can help turn intuition into something teams can use: John's example of documenting his product prioritization heuristic shows how AI can help make internal judgment concrete. The value comes from helping others understand why certain decisions matter, not just what the decision is.Better AI use starts with knowing what you know: John contrasts product prioritization, where he has deep experience, with survey design, where he knows there is established expertise to draw from. The skill is recognizing whether AI should extend your own judgment or help you borrow from a domain expert.Teams using AI well can raise decision quality: Barry shares how AI can help teams pressure test assumptions, run scenarios, and ask disconfirming questions without losing momentum. The real advantage comes when AI strengthens collaboration rather than replacing it.AI can also accelerate bad instincts: John warns that AI can make poor thinking look polished. A team can paste AI onto an existing process and call it transformation without changing how decisions are actually made.Intentionality matters more than productivity: AI can reduce friction, but it can also remove the pauses where judgment forms. Leaders need to design space for reflection, not just optimize for more output.Additional InsightsIndividual metacognition: This is understanding how you think and make decisions. John's examples show that leaders get more value from AI when they can first make their own judgment system visible.Social metacognition: This is understanding that other people think, perceive, and engage differently. AI becomes more useful when it supports the conversation between people instead of flattening everyone into the same process.Computational metacognition: This is understanding what LLMs are good at, where they fail, and how to work with them responsibly. John argues that leaders need this skill so they know when to trust AI, when to challenge it, and when to bring in human expertise.Objection handling as a repeatable system: John's team did not ask AI to create a generic sales guide. They role-played real objections, captured the discussion, compared their responses against best practices, and turned that into a system that could review future calls.The deeper lesson: AI becomes more useful when it is connected to real work, real context, and a team's actual judgment. Without that grounding, it risks creating more output without improving the quality of decisions.Episode Highlights00:00 – Episode RecapJohn Cutler opens with a story about how judgment often comes from repetition and tacit signals, not neat frameworks. The episode explores what happens when AI starts making those hidden decision systems visible.02:02 – Guest Introduction: John CutlerBarry welcomes back John Cutler, product thinker, systems explorer, and Head of Product at Dotwork, for a conversation about judgment, decision making, and collaboration in the age of AI.04:59 – How Judgment Gets BuiltJohn explains that judgment develops differently depending on the context: through individual practice, repeated exposure, mentorship, team discussion, and comparison against examples of quality.08:58 – Making Prioritization Thinking VisibleJohn shares how he used AI to document his own scoring heuristic for product prioritization, giving a teammate deeper insight into why certain ideas mattered more than others.12:11 – Knowing When to Borrow ExpertiseUsing survey design as an example, John explains how AI can help access existing expert knowledge when you are not the expert yourself. The key is being honest about the limits of your own judgment.13:56 – From Answers to Better QuestionsBarry reflects on the shift from using AI to get answers toward using it to challenge thinking, improve decisions, and bring stronger questions to colleagues.18:04 – Why Better Surveys Lead to Better DecisionsJohn explains how improving a survey from average to strong can materially change the quality of insight a team gets back, which then affects the quality of product decisions.23:04 – Teams, AI, and Decision AdvantageBarry shares how AI can help teams maintain momentum during ideation by quickly pressure testing scenarios, asking disconfirming questions, and bringing outside information into the room.27:48 – Turning Objection Handling into a SystemJohn describes how his team recorded a live objection-handling exercise, analyzed it against best practices, and turned the team's collective knowledge into a reusable system.31:32 – The Three Forms of MetacognitionJohn introduces individual, social, and computational metacognition as three skills leaders need to work effectively with AI and with each other.35:19 – AI Exposes Leadership SystemsBarry and John discuss why AI can feel uncomfortable for leaders: it reveals whether there is a real decision-making system underneath the confidence.37:34 – When AI Makes Every Decision Feel HardJohn raises an important limitation: AI can remove small pauses in the workday, leaving people constantly operating at high cognitive load.41:58 – Productivity Fatigue and Agent OverloadBarry and John discuss the temptation to run too many AI-assisted tasks at once, and why that can create more noise rather than better outcomes.44:23 – Designing Time to ThinkBarry shares how he intentionally creates time for walking, exercise, and reflection to avoid over-optimizing for fast, reactive decisions.46:38 – Intentionality Over Process TheaterJohn explains why intentionality is different from rigid process. The opportunity is to design better systems without flattening the richness of how teams actually work.50:11 – Closing ReflectionsBarry wraps the conversation by reflecting on the opportunity for leaders to use AI not just to move faster, but to become more aware of how they think, decide, and scale judgment across teams.Useful ResourcesDotwork – John Cutler's work focuses on helping teams and organizations better understand how work, decisions, and systems connect.Artificial Organizations – Barry references the book and the CSTA loop as part of his work on AI, decision making, and organizational performance.Daniel Kahneman's System 1 and System 2 Thinking – Referenced in the discussion on snap decisions, deeper thinking, and productivity fatigue.Pugh Analysis – John mentions this as an example of a prioritization approach originally intended to help experts independently rate options and then discuss differences in judgment.Follow the HostLinkedIn: https://www.linkedin.com/in/barryoreillyPersonal site:

Lightning Round: Top 10 Ways to Deal with Margin Pressure Question: Jason in Denver asks, "I just lost it with a prospect. We had talked, she was interested, asked me to do a proposal —which I did—took hours, then nothing. I called, emailed, texted and nothing. Finally I wrote her a less than professional email, this time she responded. Told me she had a lot going on in her life, and was not blowing me off. She actually wanted to move forward UNTIL she got my email. Clearly, I need a better strategy for dealing with getting ghosted."  Book: Thinking, Fast and Slow by Daniel Kahneman.

How often do business owners make decisions they later regret? Whether it's hiring, investment, strategy, pricing or growth, most founders like to believe they make rational decisions. Yet the reality is that emotions influence almost every business decision we make. In this episode of ScaleUp Radio, Kevin Brent is joined by psychologist, researcher and entrepreneur Magda Du Preez, founder of GetSense.net. Following years of academic research into decision-making and cognitive bias, Magda has developed practical tools that help entrepreneurs and leaders make better decisions under pressure. The conversation explores why emotions are not the enemy of good decision-making, how confidence impacts business performance, and why creating clear decision rules can dramatically improve organisational effectiveness as businesses scale. In This Episode How one hiring decision nearly bankrupted a business Magda shares the story that sparked her research journey. A client faced intense investor pressure to make a senior hire quickly. The decision was driven more by emotion than evidence and almost resulted in the collapse of the business. That experience led Magda to investigate how emotions influence judgement and trigger cognitive biases, ultimately resulting in the creation of GetSense.net. Why emotions matter in business decisions Entrepreneurs rely on emotional energy to move quickly and seize opportunities. The challenge is not eliminating emotion but understanding how it affects thinking. Magda explains that when emotions go unchecked, they can distort judgement, increase bias and create blind spots. Learning to recognise and manage these emotional influences is a critical leadership skill. The FIRE framework for better decisions Magda introduces her practical four-step framework: F – Feel Recognise and acknowledge the emotion you are experiencing. I – Inspect Examine what is triggering the emotion and how it may be affecting your thinking. R – Respond Choose a deliberate response rather than reacting automatically. E – Evolve Learn from the experience and continually improve future decision-making. This process helps leaders create a pause between emotion and action, allowing better choices to emerge. The one key thing Appropriate confidence is the foundation of better decision-making. According to Magda, appropriate confidence is the ability to accurately distinguish between what you know and what you think you know. It acts as the gatekeeper to many other cognitive biases and can significantly influence business performance. Research highlighted in the discussion suggests that even modest improvements in appropriate confidence can correlate with substantial improvements in business growth. Four decision-making capabilities every founder should develop Magda identifies four critical areas: Appropriate Confidence Accurately assessing your own knowledge and certainty. Risk Appraisal Evaluating risk objectively rather than emotionally. Objectivity Seeing through framing effects and cognitive distortions. Decision Rules Creating clear guardrails that simplify and improve decisions. Decision rules: the scaling tool most leaders overlook One of the most practical discussions centres around decision rules. Unlike values, which remain relatively stable over time, decision rules are temporary and contextual. They create clarity around priorities and empower teams to make aligned decisions without constantly seeking approval. Examples include: No capital expenditure this quarter No hiring unless revenue targets are achieved Customer retention before customer acquisition Focus on recurring revenue opportunities only By creating clear decision rules, founders reduce decision bottlenecks and free themselves from becoming the centre of every choice. Practical tools you can use immediately Magda shares several simple but powerful techniques: The Reversibility Test Ask yourself: "Is this decision reversible?" If it is not, slow down and spend more time evaluating options. The 10-10-10 Method Consider the consequences: In 10 minutes In 10 months In 10 years This creates perspective and reduces emotional overreaction. Behavioural Circuit Breakers Create simple interruptions when emotions are running high: Take a sip of water Step outside the room Use visual reminders such as a FIRE note on your desk Small actions can create enough space for better thinking. AI as a thinking partner, not a replacement Magda also discusses the role of AI in decision-making. Rather than outsourcing thinking, leaders should use AI to challenge assumptions, surface blind spots and ask better questions. One particularly useful technique is asking AI to critique its own recommendations from the perspective of a recognised expert. This helps improve the quality of insights while keeping the human firmly in control of the final decision. Key Takeaways Emotions drive far more business decisions than most leaders realise. Appropriate confidence is a critical predictor of decision quality. Better decision-making can be learned and improved systematically. Decision rules help teams move faster while remaining aligned. AI works best as a thought partner rather than a decision-maker. Small behavioural interventions can dramatically improve judgement under pressure. About Magda Du Preez Magda Du Preez is a psychologist, researcher and entrepreneur. She is the founder of GetSense.net, a platform designed to help individuals and organisations improve decision-making through evidence-based frameworks, AI-assisted coaching and practical learning tools.   Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for. If you would like to be a guest on ScaleUp Radio, please click here: https://bizsmarts.co.uk/scaleupradio/kevin You can get in touch with Kevin here: kevin@biz-smart.co.uk   G90 Summit Most founders I speak to feel busy but stuck; plenty happening, but not always clear on what genuinely matters most this quarter. If that's you, the G90 Summit is worth a look. A structured half-day where we work through everything competing for your attention, get clear on the three to five things that must happen in the next 90 days, then commit to them and build the system to make sure they actually happen. Quarterly, virtual, £97 a seat. http://Smart90.co.uk/summit   Magda can be found here: https://getsense.net/contact - Don't forget to mention ScaleUp Radio to get a free trail! Resources: Noise by Daniel Kahneman - https://uk.bookshop.org/p/books/noise-daniel-kahneman/1584645?ean=9780008309039&next=t Hammock Way of Life by Janet Tanguay - https://hammockwayoflife.com/store/  

Nobel laureate, best-selling author, and groundbreaking psychologist Daniel Kahneman is also a friend and former business partner of Steve's. In discussing Danny's new book Noise: A Flaw in Human Judgment, the two spar over inconsistencies in criminal sentencing and Danny tells Steve that “Your attitude is unusual” — no surprise there. This episode originally aired on May 14th, 2021. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A Note from James:If I could tell my children to read one post of mine, it would be this post.Influence is how they will navigate a world of uncertainty.Robert Cialdini is the most influential person in the world. And by that I mean, he wrote the book Influence, which sold 3 million copies and defines the six critical aspects of all influence.Now he has a new book, Pre-Suasion, going 10x deeper into the concepts of persuasion. I got him on my podcast so I could ask the 1,000 questions I have.Small story from the book:If you name a restaurant “Studio 97” instead of “Studio 17,” people are more likely to tip higher.If you ask a girl for her phone number outside a flower store, triggering feelings of romance, she is more likely to give it to you than if you ask her outside a motorcycle store.And 500 other stories.The environment is just as important as what you say.Before the podcast began, I gave him a book as a gift: The Anxiety of Influence, a history of poetry.What would poetry have to do with influence and marketing?In all art, since the beginning of time, artists have built on the work of the artists of the generation before them.Beethoven depended on a Mozart to be a Beethoven. Picasso depended on a Cézanne. Without Michelson, there would be no Einstein.But poets, for some reason, would deny being influenced.“I never even read Ezra Pound,” shouted one poet at a critic.Poets want to be seen as original.Nobody is 100% original.This is the anxiety of influence.Almost all of our decisions, and even our creativity, are outsourced to the people around us who influence us: peers, teachers, religion, parents, bosses, etc.Our personality is our own particular mishmash of influences.How we deal with that anxiety, how we recognize the influences, learn from them, and build from them, is the birth of all of our creativity.Let me summarize the seven aspects of influence:Reciprocity: If you give someone a Christmas card, they will want to return the favor.Likability: Make yourself trustworthy. For instance, outline the negatives of dealing with you.Consistency: Ask someone for a favor. Now they will say to themselves, “I am the type of person who does James a favor.”Social Proof: If you are trying to get someone to do X, show them that “a lot of your peers do X.” For instance, if you are at a bar and you are a guy trying to meet women, bring your women friends and not your guy friends with you.Authority: “Four out of five dentists say…”Scarcity: “Only 100 iPhones left at this store!”Unity: You and I are the same because of location, values, religion, etc.I've used each of the above in business.They work.They will make you money.The entire purpose of language is to influence.We are not strong animals. We are weak.The language of influence saved us.Probably a word like “Run!” was the first word spoken.A word of influence.And it worked.I'm still running from the things I fear.So speak to influence.Don't speak to call a flower yellow.Speak to breathe spirit into an idea, to be enthusiastic, to convey emotion, to influence.This is the only way to have an impact with your unique creativity.I gave Robert the book as a gift — reciprocity — assuming we would have a great podcast.And we did.But then I thought later, I can't even remember how Robert got on my podcast.I highly recommend his book in the podcast and even in this post.As he got into his car after the podcast in order to go to his next interview, I started thinking:“Hmmm, who influenced who?”Episode Description:Robert Cialdini wrote the book on persuasion — literally. His classic Influence became one of the defining books on why people say yes, how decisions get shaped, and why the smallest cue in the room can change the outcome of a conversation.In this episode from the archive, James talks with Cialdini about Pre-Suasion, the idea that persuasion starts before the actual pitch. It begins with what people notice, what they feel, what is in the environment, and what frame has already been set before the first real ask is made.They talk about flower shops, restaurant names, voting booths, Warren Buffett's shareholder letters, Anwar Sadat's negotiation instincts, and the rabbi who helped save thousands of lives with one sentence. But the episode is not just about marketing. It is about how people make decisions under uncertainty — and how to use influence ethically, whether you are asking for a job, building a business, negotiating a deal, writing a sales letter, or trying to become more trusted.What You'll Learn:Why persuasion often begins before the message — and how small cues in the environment can make people more receptive.How Cialdini's original six principles of influence work: reciprocity, consistency, social proof, scarcity, authority, and liking.Why Cialdini added a seventh principle, unity — the feeling that “we are the same” — and why it can be even stronger than liking.When to use social proof versus authority, and how to decide which kind of evidence matters most in a given situation.Why admitting weakness first can build trust, and how Warren Buffett uses honesty as a persuasion tool instead of a liability.Timestamped Chapters:[00:00] Introduction and episode preview[01:25] Interview begins — James introduces Robert Cialdini and Pre-Suasion[03:12] The flower shop study: why context changes the answer before the question is asked[05:48] Valentine Street and the hidden power of unrelated cues[06:42] Wine stores, voting booths, and fluffy cloud mattresses[08:10] Are humans irrational, or are shortcuts necessary?[10:17] How the pictures on your wall can change what you write[11:36] The six — now seven — principles of influence[12:00] Reciprocity: the Hare Krishna flower example and the power of personalized gifts[16:40] Consistency: Anwar Sadat, Henry Kissinger, and giving people a reputation to live up to[19:30] Cialdini's undercover research with sales organizations[23:30] Social proof: medical no-shows, restaurant menus, and what happens when a message backfires[26:43] Social proof as feasibility: “people like me can do this”[29:07] Authority: when expert endorsement beats crowd validation[33:55] Why companies lose with better products when they fail to frame the decision properly[35:10] Building authority from zero by using honesty and scarcity[37:05] The Avis “We're number two” campaign and the trust value of admitting weakness[38:24] Warren Buffett's shareholder letters and the persuasive power of leading with mistakes[41:30] Unity: Cialdini's seventh principle of influence[44:24] The rabbi, the Japanese tribunal, and the sentence that saved a community[48:30] Applying unity in job interviews, dating, and negotiations[51:10] Loss aversion and how uncertainty changes persuasion[55:00] Why long sales letters can outperform short ones[55:30] Cialdini's practical framework: find what is true, direct attention to it, then make the case[59:00] Fake scarcity and why false urgency destroys trust[65:00] Closing thoughts on ethical influence and genuine specificityAdditional Resources:Robert Cialdini — Influence: The Psychology of Persuasion — Cialdini's classic book on the core principles of persuasion and compliance. Robert Cialdini — Pre-Suasion: A Revolutionary Way to Influence and Persuade — the follow-up book discussed throughout the episode, focused on what happens before the persuasive message itself. Berkshire Hathaway Shareholder Letters — referenced in the episode as a real-world example of trust-building through candor and weakness-first communication. Daniel Kahneman and Prospect Theory — Cialdini references the role of loss aversion and uncertainty in persuasion; Kahneman received the 2002 Nobel Memorial Prize in Economic Sciences for integrating psychological research into economic decision-making. Chiune Sugihara — the Japanese diplomat connected to the story Cialdini uses to explain unity and shared identity. The Avis “We're Number Two” Campaign — discussed as an example of turning a weakness into credibility by being honest before making the positive case.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Adam Torres interviews Matei Zatreanu, CEO & Founder of System2. Matei shares how System2 helps hedge funds integrate data and AI into investment decisions while exploring the opportunities and risks of emerging technologies, including robotics, automation, and the future role of humans in an AI-driven economy.  About Matei Zatreanu Matei is the founder of System2. He previously started the data initiative of a $20bn hedge fund. Matei started his career in investment banking at Lehman Brothers. Matei holds an M.A. in Mathematics from Columbia University and B.A.s in Psychology, Mathematics, Government, and Economics from Cornell University. About System2 System2 is a data and AI-driven research firm that helps fundamental investors make better investment decisions by combining human expertise with advanced analytics. Founded by Matei Zatreanu, the company partners with hedge funds, asset managers, and institutional investors to uncover insights that traditional research methods may miss. Inspired by Daniel Kahneman's concept of "System 2" thinking—the deliberate, analytical process behind rational decision-making—System2 empowers investment teams to validate hypotheses, explore complex questions, and leverage alternative data and artificial intelligence to gain a deeper understanding of companies, industries, and market trends. For more than a decade, System2 has been helping some of the world's leading investors navigate increasingly complex markets through a blend of technology, data science, and human judgment.  Watch Full Episode on ⁠Youtube⁠. --- Follow Adam on Instagram at ⁠https://www.instagram.com/askadamtorres/⁠ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: ⁠https://missionmatters.lpages.co/podcastguest/⁠ Visit our website: ⁠https://missionmatters.com/⁠ More FREE content from Mission Matters here: ⁠https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Adam Torres interviews Matei Zatreanu, CEO & Founder of System2. Matei shares how System2 helps hedge funds integrate data and AI into investment decisions while exploring the opportunities and risks of emerging technologies, including robotics, automation, and the future role of humans in an AI-driven economy.  About Matei Zatreanu Matei is the founder of System2. He previously started the data initiative of a $20bn hedge fund. Matei started his career in investment banking at Lehman Brothers. Matei holds an M.A. in Mathematics from Columbia University and B.A.s in Psychology, Mathematics, Government, and Economics from Cornell University. About System2 System2 is a data and AI-driven research firm that helps fundamental investors make better investment decisions by combining human expertise with advanced analytics. Founded by Matei Zatreanu, the company partners with hedge funds, asset managers, and institutional investors to uncover insights that traditional research methods may miss. Inspired by Daniel Kahneman's concept of "System 2" thinking—the deliberate, analytical process behind rational decision-making—System2 empowers investment teams to validate hypotheses, explore complex questions, and leverage alternative data and artificial intelligence to gain a deeper understanding of companies, industries, and market trends. For more than a decade, System2 has been helping some of the world's leading investors navigate increasingly complex markets through a blend of technology, data science, and human judgment.  Watch Full Episode on ⁠Youtube⁠. --- Follow Adam on Instagram at ⁠https://www.instagram.com/askadamtorres/⁠ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: ⁠https://missionmatters.lpages.co/podcastguest/⁠ Visit our website: ⁠https://missionmatters.com/⁠ More FREE content from Mission Matters here: ⁠https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Un pequeño homenaje y reconocimiento a Daniel Kahneman premio Nobel de Economía y autor del libro Pensar Rápido Pensar Despacio Salvador Mingo Conocimiento Experto CONECTA CONMIGO: salvador@conocimientoexperto.com https://conocimientoexperto.com https://www.youtube.com/@conocimientoexperto https://spoti.fi/2yS9p38 https://www.instagram.com/salvadormingo/ https://www.linkedin.com/in/salvadormingoce/

Un pequeño homenaje y reconocimiento a Daniel Kahneman premio Nobel de Economía y autor del libro Pensar Rápido Pensar Despacio Salvador Mingo Conocimiento Experto CONECTA CONMIGO: salvador@conocimientoexperto.com https://conocimientoexperto.com https://www.youtube.com/@conocimientoexperto https://spoti.fi/2yS9p38 https://www.instagram.com/salvadormingo/ https://www.linkedin.com/in/salvadormingoce/Conviértete en un supporter de este podcast: https://www.spreaker.com/podcast/conocimiento-experto--2975003/support.

Vivemos na era das oportunidades infinitas. Nunca tivemos tanto acesso à informação, educação, carreira e tecnologia. E, paradoxalmente, nunca houve tanta gente frustrada. O problema talvez não esteja na realidade, mas na distância entre aquilo que esperamos dela e aquilo que ela realmente entrega. Neste episódio, Luciano Pires explora as ideias de Victor Vroom, Daniel Kahneman, Samuel Stouffer, Herbert Simon e Carol Dweck para mostrar como expectativas mal calibradas alimentam ansiedade, ressentimento e decepção. Uma reflexão sobre mérito, comparação, redes sociais e a difícil arte de enxergar o mundo como ele é.See omnystudio.com/listener for privacy information.

You've launched things that seemed solid, only to watch them unravel for reasons that felt obvious afterward. That's not a judgment problem. For ADHD founders, retrospective clarity comes naturally. The pre-mortem is a tool that pulls that clarity forward, to the start of a project, when fixing problems is still cheap.Skye and Robbie break down the pre-mortem method, developed by cognitive psychologist Gary Klein and later popularized by Daniel Kahneman, and explain why it fits ADHD-wired brains in particular. ADHD founders tend to communicate broad vision without the full set of dependencies, leaving teams misaligned and triggering micromanagement loops. They're also prone to hyperfocused tunneling in the wrong direction. The pre-mortem interrupts both patterns before they cost you.They also cover how to use it as a minimum viable test. Before a prototype, before a hire, before a pivot, spend an afternoon stress-testing the idea. Sometimes the right output is: don't do this.What We CoverWhy ADHD founders naturally access retrospective clarity, and how to use it at project start instead of after the factHow incomplete vision communication creates micromanagement loops, and what the pre-mortem does to close that gapThe novelty bias and hyperfocus tunneling problem, and why planning for failure acts as a directional checkHow to run a pre-mortem solo, with a team, or with AI, including a specific reverse prompting approachWhy a half-day pre-mortem with AI or a mentor counts as your minimum viable test before any build P.S. Losing work because the admin layer around your business can't keep up with you? Invisible Systems is a 90-day done-for-you sprint where I (Skye) extract the processes from your head, build the operating layer, and find the right person to run it. Six spots left at the founding price, book a call at https://www.unconventionalorganisation.com/

On this episode of the Energy Security Cubed Podcast, Joe Calnan talks with Randolph Mank about the energy opportunities in Asia and the importance of diplomacy for extending Canadian energy supply chains. --- Guest: - Randolph Mank is President of MankGlobal Inc., former Senior Advisor and Vice President Asia for BlackBerry, and former High Commissioner or Ambassador for Canada to Malaysia, Pakistan, and Indonesia --- Reading recommendation: - "Thinking, Fast and Slow", by Daniel Kahneman: https://www.amazon.ca/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555 --- Interview recording Date: May 27, 2026 // Energy Security Cubed is part of the CGAI Podcast Network. Follow the Canadian Global Affairs Institute on Facebook, Twitter (@CAGlobalAffairs), or on LinkedIn. Head over to our website at www.cgai.ca for more commentary. // Music credits to Drew Phillips.

Donnez-moi votre feedback par SMS (mobile uniquement)!En 2009, Daniel Kahneman, sceptique des biais, et Gary Klein, défenseur de l'intuition experte, ont fini par s'accorder. Une intuition mérite confiance sous deux conditions : un environnement régulier et un retour d'expérience rapide et clair. Le recrutement et l'évaluation des collaborateurs réunissent exactement l'inverse.Cet épisode examine ce que l'intuition fait bien, et ce qu'elle fabrique quand l'environnement la trahit. On y voit pourquoi l'entretien non structuré donne l'illusion de fonctionner, comment l'évaluation d'un collaborateur renseigne souvent plus sur celui qui évalue que sur l'évalué, et ce que cache l'argument « mais ça marche » quand on n'observe jamais ses propres erreurs. La recherche sur la décision a tranché depuis longtemps ; le réflexe, lui, persiste.À l'arrivée, le débat se déplace : la confiance dans une intuition se mesure à la qualité de l'environnement dans lequel ce ressenti s'est formé, davantage qu'à sa force. Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino"Faites partie de notre communauté sur le Discord officiel COAPTA!

At just 16, Ellyse Perry was the youngest person to ever debut for the Australian International Cricket team. 13 days later, Ellyse debuted for the Matildas.

What is required from both instructors and students to teach and learn clinical judgment? Our EMS profession is a place where right answers are not always cut and dry and grace might be the most important skill in the room.  In this episode, guest Jeff Anderson, Paramedic Program Director at Bossier Parish Community College joins hosts Maia Dorsett, Hilary Gates and Ginger Locke for an honest, humbling conversation about what it really takes to teach clinical judgment. They dig into the gap between what students hear in the classroom and what they absorb in the field, why preceptors and educators can be in tension and how educators can struggle with ego and reactivity. They share real stories from their programs, talk through how they handle their own emotional reactions, and offer practical advice for educators trying to make peace with a profession that doesn't fit neatly into a protocol.  Whether you're a program director, a preceptor, or someone still figuring out how to teach the grey, this one's for you.Rob Lawrence provides the "Rob Recap."Mentioned in the episode:Daniel Kahneman, "Thinking Fast and Slow": https://www.amazon.com/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555Pat Croskerry, Clinical Decision Making: https://www.nejm.org/doi/full/10.1056/NEJMp1303712The EMS Educator is published on the first Friday of every month! Be sure to turn on your notifications so you can listen as soon as the episode drops, and like/follow us on your favorite platform.Check out the Prodigy EMS Bounty Program! Earn $1000 for your best talks!  https://www.prodigyems.com/bounty-programGet your CE at www.prodigyems.com. Follow @ProdigyEMS on FB, YouTube, TikTok & IG.

Are Occupational Therapists being protected by their communities, or are they being held back by them? In this thought-provoking episode of the OT Yourself to Freedom Podcast, Beki explores a controversial topic that many Occupational Therapists experience but few openly discuss: the culture of fear surrounding business, money, entrepreneurship, coaching programmes, and alternative career paths within the OT profession. If you've ever considered starting an online business, launching a private practice, creating a course, offering coaching, or building additional income streams as an Occupational Therapist, you've probably heard the warnings: "Be careful." "Sounds like a scam." "Don't trust anyone selling a dream." But where do these beliefs come from, and are they actually helping Occupational Therapists create better lives? In this episode, Beki unpacks the psychological, cultural, and societal forces that shape how OTs think about risk, money, success, and professional growth. Drawing on research from Daniel Kahneman, Brené Brown, Seth Godin, Nassim Nicholas Taleb, Robert Cialdini, and Lynne Twist, she explores why fear often masquerades as wisdom and how inherited beliefs can quietly keep Occupational Therapists stuck in careers they desperately want to change. Whether you're an Occupational Therapist experiencing burnout, exploring private practice, considering online business opportunities, or simply questioning what's possible for your future, this episode will challenge the assumptions that may be limiting your growth. Key Takeaway Fear is not the same as wisdom. The loudest voices in a community are not always the most informed voices. Occupational Therapists are trained to see possibility and potential in others every day. This episode invites you to apply that same belief to yourself and question whether the stories you've inherited about money, business, success, and risk are actually serving you. The question is not whether opportunities exist. The question is whether you're willing to evaluate them for yourself. Connect with Beki Are you ready to leave the whinger mindset behind and embrace your inner go-getter? Beki helps OTs worldwide design, launch, and scale their online business Free Resource: Download Beki's free overnight mindset meditation for free to help you build confidence, overcome money mindset challenges, and develop self-belief. Join OT Yourself To Freedom Membership: Discover the only membership designed specifically for OTs to create freedom-based businesses by leveraging the skills you already have. Learn to design and sell offers, market effectively, and align your work with your purpose. Follow Beki: Website: www.bekieakins.com Instagram: OT Yourself to Freedom Facebook Group: OT Freedom Community LinkedIn: Beki Eakins Book an Inspiration Call: Click here About the Host Beki Eakins is a business mindset and lifestyle coach for occupational therapists. After leaving traditional OT practice, she has helped hundreds of OTs worldwide design aligned online businesses that support freedom, income, and purpose, without burning out.

We all want retirement success. But how do we achieve it? What if the best method is to identify possible *failures* first, and then simply work backward to avoid those failures?  Looking for a financial planner?  → PlanWithJesse.com In this follow-up episode, Jesse completes his inversion-based framework for retirement planning by outlining the remaining risks that can derail long-term financial outcomes, shifting from market and inflation concerns to more personal, behavioral, and systemic threats. He begins with shock spending and long-term care risk, emphasizing the scale and unpredictability of end-of-life care costs and arguing that insurance alone is often insufficient, making realistic cash flow modeling and programs like Medicaid more practical planning tools. He then covers cognitive decline risk, highlighting how reduced decision-making capacity can lead to fraud, mismanagement, and financial error, and recommends safeguards such as legal protections, trusted contacts, and automated, simplified financial systems. Behavioral risk is framed as the danger of emotional decision-making, with mitigation strategies including automation, written investment policies, and reduced exposure to market volatility. Jesse then addresses assumptions risk, warning that small inaccuracies in assumptions about markets, inflation, taxes, or even one's future self can compound significantly in retirement projections, advocating for base rates and disciplined "what-if" analysis. He explores policy, legislation, and tax risk as an unavoidable layer of uncertainty around Social Security, taxation, and healthcare policy, suggesting retirees stress test outcomes without overreacting to speculation. Identity and purpose risk follows, underscoring that retirement success depends heavily on structure, meaning, and social connection, not just financial security. Finally, he introduces "deep risks"—deflation, confiscation, and devastation—arguing that while rare, these systemic threats reinforce the central conclusion that no portfolio design eliminates all risks, and effective retirement planning ultimately comes down to balancing trade-offs and building resilience. Key Takeaways: • Shock spending risk includes large, unexpected expenses that can destabilize retirement plans. • Long-term care is one of the most significant and unpredictable retirement costs. • Cognitive decline can lead to financial mistakes, fraud vulnerability, and poor decision-making. • Behavioral risk stems from emotional and irrational financial decisions. • Assumptions risk arises from unrealistic expectations about markets, inflation, or personal behavior. • Policy and tax risk includes uncertainty around Social Security, taxes, and healthcare programs. • Identity and purpose risk highlights the psychological challenges of retirement. • Deep risks (deflation, confiscation, devastation) are rare but potentially catastrophic. • No single strategy can eliminate all risks—retirement planning is about balancing trade-offs and building resilience. Key Timestamps: (01:42) – 8: Shock Spending & Long-Term Care Risk (08:04) – Saving for the Coming $500,000 Expense (09:15) – Changing Expenses as We Age (10:24) – Medicare & Medicaid (12:44) – 9: Cognitive Decline Risk (15:43) – Building Backup Systems & Backup People (18:30) – 10: Behavioral Risk (22:48) – 11: Assumptions Risk (About Yourself & the World) (25:18) – Assumptions About the Future World (31:50) – 12: Policy, Legislation, & Tax Risk (36:17) – 13: Identity & Purpose Risk (39:16) – 14: The Deep Risks Key Topics Discussed: The Best Interest, Jesse Cramer, Wealth Management Rochester NY, Financial Planning for Families, Fiduciary Financial Advisor, Comprehensive Financial Planning, Retirement Planning Advice, Tax-Efficient Investing, Risk Management for Investors, Generational Wealth Transfer Planning, Financial Strategies for High Earners, Personal Finance for Entrepreneurs, Behavioral Finance Insights, Asset Allocation Strategies, Advanced Estate Planning Techniques Mentions:https://bestinterest.blog/e108/ Stumbling on Happiness by Daniel Gilbert Thinking, Fast and Slow by Daniel Kahneman https://bestinterest.blog/the-crushing-cost-of-conservative-retirement-planning/ https://bestinterest.blog/e106/ If You Can: How Millennials Can Get Rich Slowly by William J. Bernstein The Intelligent Asset Allocator: How to Build Your Portfolio to Maximize Returns and Minimize Risk by William J. Bernstein A Splendid Exchange: How Trade Shaped the World by William J. Bernstein The Four Pillars of Investing, Second Edition: Lessons for Building a Winning Portfolio by William J. Bernstein Deep Risk: How History Informs Portfolio Design by William J. Bernstein More of The Best Interest: Check out the Best Interest Blog at https://bestinterest.blog/ Contact me at jesse@bestinterest.blog Need a financial planner?  → PlanWithJesse.com  The Best Interest Podcast is a personal podcast meant for education and entertainment. It should not be taken as financial advice, and is not prescriptive of your financial situation.

🧭 REBEL Rundown 🔑 Key Points 🧩 Human Factors: The unseen behaviors, distractions and considerations critical in emergency medicine and the ICU, influencing patient care beyond just medical knowledge.🎯 System Design: Effective system design directly impacts team performance by creating environments that facilitate optimal decision-making. 🏥 Real-world Application: The application of human factors in healthcare leads to better team dynamics, reduced stress, and improved patient outcomes. 👷🏽‍️It’s Everyone’s Job: Building a culture of adaptability and openness to change can lead to better healthcare delivery, communication and interprofessional relationships🛠️ Practical Solutions: Start the conversation in departments for actionable and pragmatic changes to current healthcare environments to enhance practitioner efficiency and patient care quality. Click here for Direct Download of the Podcast. 👀Previously Covered and Related Content: REBEL EM: Titles Don’t Make LeadersREBEL MIND: Moving from Junior to Senior Leadership in Emergency CareREBEL MIND: The Dunning-Kruger EffectREBEL MIND: Growth vs Fixed Mindset 📝 Introduction Welcome back to Rebel MIND, the podcast where we sharpen the person behind the practitioner. MIND stands for Mastering Internal Negativity during Difficulty. This series emphasizes productivity, provider performance, and team optimization to ensure we are at our best during high-pressure situations. In this episode, host Dr. Mark Ramzy chats with special guests and master educators about the concept of human factors.Dr. Chris Hicks is an emergency physician and trauma team leader at St. Michael’s Hospital in Toronto, Assistant Professor in the Department of Medicine at the University of Toronto, and co-founder of Advanced Performance Healthcare Design, a physician-led simulation and design group. Dr. Andrew Petrosoniak is an emergency physician and trauma team leader at St. Michael’s Hospital, and Medical Director of the Unity Health Toronto Simulation Program. He’s an Assistant Professor at the University of Toronto where his research focuses on simulation for systems and design improvement and optimizing the care of the bleeding patient. Along with Dr. Hicks, he’s also President of Advanced Performance Healthcare Design, a consulting firm that works with high-performance teams and uses simulation to enhance and design better healthcare spaces Cognitive Question How can the integration of human factors improve decision-making and performance in emergency medicine and critical care environments? ️What are Human Factors? In the context of healthcare, human factors encompass the interplay between humans, the systems they work within, and the effectiveness of their interactions. It includes elements like communication, system design, environmental conditions, and behavioral patterns affecting individual and team decision-making processes. It’s the collective impact of individual behaviors, team dynamics, and the physical environment on performance and outcomes. The aim is to eliminate issues arising from human error by creating systems and environments that naturally guide and support optimal performance. 🏥How This Applies to the Emergency Department or ICU? Efficient integration of human factors in high-pressure settings like the Emergency Department (ED) or Intensive Care Unit (ICU) helps mitigate the risks associated with stressful and chaotic environments. By focusing on system designs that account for human behavior, healthcare professionals can reduce errors, enhance team coordination, and ultimately improve patient care. This is crucial as teams are often required to make rapid, life-saving decisions in these environmentsThe design of clinical spaces can either hinder or help efficient care. Poorly arranged equipment or cluttered workspaces increase stress and impede decision-making. Implementing structured design principles, such as dedicated equipment zones and clear visual cues, can streamline workflows and enhance team coordinationIt actually helps pave the way for more efficiency because you end up “working smarter instead of harder”.It speaks directly to the Daniel Kahneman’s theory of Type 2 Thinking – which is a slow, analytical cognitive process requiring deliberate thoughtWe’ll likely create a whole dedicated episode to this but if you want to read more ahead of time on it, check out his book Thinking, Fast and Slow ⏩Immediate Action Steps for Your Next Shift **Assess Your Environment**: Take note of any clutter, noise, or layout issues in your workspace that could hinder optimal performance. Identify problem areas that could be optimized.**Recognizable Hard-Stop** – Implement a “Stop-Point” Check for areas or issues that involve more than just patient safety (ie. workflow inefficiencies, sign-out, throughput, etc). Use predefined benchmarks during procedures to ensure clarity and efficiency.**Foster Open Communication** – Encourage an environment where every team member feels comfortable discussing their thoughts and decisions without fear of judgment.**Prototype Solutions** – Work with colleagues to identify problems and brainstorm quick, cost-effective solutions that could be tested in your department.**Role Clarity and Preparation** – Ensure roles are clearly defined and team members are prepared with necessary resources readily available during high-stakes scenarios.**Test and Refine** – Conduct quick pilot tests of new setups or processes during quieter times and gather feedback from your team. Conclusion Human factors play a critical role in shaping healthcare outcomes. Through structured system designs and attention to team dynamics, it is possible to reduce inefficiencies and enhance both patient care and provider well-being. It requires a shift in perspective from seeing design and systems as separate from human behaviors, to seeing them as intricately linked. By incorporating these principles, healthcare professionals can create environments that inherently support better, safer, and more effective patient care. 🚨 Clinical Bottom Line Incorporating human factors into healthcare isn’t just about preventing errors—it’s about creating an ecosystem where the healthcare team is empowered to perform at their best, even under the most challenging conditions. Implementing small, iterative changes can create a meaningful impact, paving the way for improved systems and processes. This starts by redesigning systems and environments with human factors in mind, which can significantly improve both the efficiency of care delivery and the safety of the healthcare environment. Further Reading Petrosoniak A, Hicks C. M&M rounds 2.0: the future of performance improvement. CJEM. Feb 2025PMID: 39979684Petrosoniak A, Hicks CDesign, build, train, excel: Using simulation to create elite trauma systems. International Anesthesiology Clinics. Publish Ahead of Print.Request the Article herePetrosoniak A, Hicks C, et al. Design Thinking-Informed Simulation: An Innovative Framework to Test, Evaluate, and Modify New Clinical Infrastructure. Simul Healthc. 2020 Jun 2020.PMID: 32039946Bleetman A, et al.Human factors and error prevention in emergency medicine. Emerg Med J. May 2012PMID: 21565880Hayden EM, et al.Human Factors and Simulation in Emergency Medicine. Acad Emerg Med. 2018 Feb 2018PMID: 28925571 Meet the Authors Mark Ramzy, DO Co-Editor-in-Chief Cardiothoracic Intensivist and EM Attending RWJBH / Rutgers Health, Newark, NJ Chris Hicks, MD, Med Co-Founder of Advanced Performance Assistant Professor of Emergency Medicine, University of Toronto, Canada Andrew Petrosoniak, MD, MSc Co-Founder and President of Advanced Performance Medical Director of Unity Health Toronto Simulation Program Showing Slide 1 of 3 The post REBEL MIND – Human Factors: The Hidden Architecture of Emergency & Critical Care Medicine appeared first on REBEL EM - Emergency Medicine Blog.

Hay algo que nadie te dice cuando consigues que tu negocio aparezca en primera posición en Google.Que eso es el principio, no el final.El episodio 80 llega con Ana Mata y una pregunta que tiene trampa: ¿de qué sirve que te encuentren si no recuerdan haberte visto?No es retórica. Tiene respuesta. Y pasa por entender cómo el cerebro de tu cliente descarta el 99% de lo que percibe antes de que tú puedas abrir la boca.Hablamos de neurociencia. De porteros de discoteca cognitivos. De por qué la mayoría de los negocios locales sirven el menú mucho antes de que nadie tenga hambre.Y de la pregunta que Sergio intenta responder sobre Collac en tiempo real, con un resultado que merece la pena escuchar.También sale la coherencia de marca. Con un par de ejemplos tan reales que duelen, uno de ellos protagonizado por una revista de tirada internacional que predicaba una cosa y hacía la contraria.Y casi al final, la IA. Concretamente, lo que ocurrió cuando le pidieron que mejorara el mito de la caverna de Platón. Lo que respondió dice más sobre sus límites que cualquier debate sobre si nos va a reemplazar.Para dueños de negocio local que sienten que hacen las cosas bien y siguen sin destacar. Y para quien sospeche que el problema no está en la visibilidad, sino en lo que viene después de ella.RECURSOS MENCIONADOSLa Vaca Púrpura — Seth Godin (libro referencia central del episodio)Content Shock — artículo o post de Mark Schaefer (2014)Pensar rápido, pensar despacio — Daniel Kahneman (libro, sistemas 1 y 2)El círculo de oro — Simon Sinek (charla TED o libro)Skin in the Game — Nassim Taleb (libro)Post del blog de Ana Mata sobre el efecto Pratfall aplicado al marketing

En directo desde Mk2 Cine Paz analizamos el tercer filme del director noruego Kristoff Borgli, THE DRAMA, junto a la actriz Aida Folch.¿Qué ocurre cuando alguien a quien amamos deja de encajar en la historia que habíamos construido sobre él?Hablamos de expectativas, secretos, aceptación radical, disonancia cognitiva, impulsos inconfesables, sexo, amor y decepción. También de cómo vivimos en una sociedad obsesionada con la transparencia, pero cada vez menos capaz de convivir con las contradicciones de los demás.Una conversación sobre el misterio de las personas y los límites de lo que estamos dispuestos a aceptar cuando creemos conocer a alguien.NOTAS DEL PODCASTCon las aportaciones de Daniel Kahneman sobre las expectativas, Donald Winnicott sobre la identidad y Leon Festinger sobre la disonancia cognitiva, analizamos algunos de los grandes conflictos psicológicos que atraviesan The Drama.Os dejo aquí el link sobre el artículo en substack sobre las curiosidades de las piezas de arte del apartamento de Emma & Charlie.AGRADECIMIENTOSA la gran Aide Folch, divertida, dinámica, sabia y auténtica.Gracias también a todo el equipo de Mk2 Cine Paz.

Is it time to rethink how we talk about men in the workplace? Carolyn Hobdey draws on her experience in male-dominated boardrooms and complex personal dynamics to challenge the narrative. She shares why meaningful change comes from collaborating with men, not criticising them, and how emotional literacy and more human leadership can transform both work and home life. Exploring purpose, legacy and the 'fire in her belly', Carolyn offers candid insights on bridging divides, improving dialogue around masculinity and creating healthier, more connected workplaces — ultimately making work better for everyone by championing men in the workplace. KEY TAKEAWAY "The reality is men do still hold quite a lot of that control and that power and the decision-making authority. If we didn't work with them and in collaboration with them, then things actually weren't going to go better for women." BOOK RECOMMENDATION* Lost Connections by Johann Hari - https://amzn.eu/d/0e3toFdx Thinking, Fast and Slow by Daniel Kahneman - https://amzn.eu/d/0gDCUvjh    ABOUT THE GUEST – CAROLYN HOBDEY Carolyn Hobdey's career was built at the coalface of business - not in theory, but in practice. Less Human Resources and more Human Being, she brings 25 years' corporate experience in the world's largest employers and globally recognised brands as a board-level leader in FMCG, retail, construction and more, where she shaped their futures by tackling messy, complex, human problems head-on.   CONNECT WITH CAROLYN  https://www.linkedin.com/in/carolynhobdey  https://www.instagram.com/carolynhobdey/      ABOUT THE HOST - AMY ROWLINSON Amy is a purpose and fulfilment coach, author, podcast strategist and mastermind host who empowers purpose-driven leaders to boost productivity, engagement and meaning in life and work. Through transformational conversations, Amy helps individuals overcome overwhelm and live with clarity, building living legacies along the way.   WORK WITH AMY If you're interested in how purpose can help you and/or your business, please book a free 30 min call via https://calendly.com/amyrowlinson/call    KEEP IN TOUCH WITH AMY Sign up for the weekly Friday Focus - https://www.amyrowlinson.com/subscribe-to-weekly-newsletter    CONNECT WITH AMY https://linktr.ee/AmyRowlinson    BUY AMY'S BOOK (Shortlisted in the 2025 Business Book Awards) * Focus on Why by Amy Rowlinson with George F. Kerr – https://amzn.eu/d/6W02HWu    HOSTED BY AMY ROWLINSON   DISCLAIMER The views, thoughts and opinions expressed in this podcast belong solely to the host and guest speakers. Please conduct your own due diligence.  *As an Amazon Associate, Amy earns from qualifying purchases.

Stehst du auch manchmal vor einem perfekten Dashboard und wunderst dich, warum das Management das 10-Millionen-Projekt trotz blutrotem ROI einfach weiterlaufen lässt? Eher nicht dein Fehler, sondern menschliche Biologie! In dieser Episode ist die wunderbare Dr. Julia Zukrigl vom Data Storytelling Lab schon zum dritten Mal zu Gast. Wir sezieren, warum nackte Zahlen oft als Bedrohung wahrgenommen werden und unser Gehirn auf Intuition statt auf Fakten schaltet (Daniel Kahneman lässt grüßen). Wir klären, warum stumpfes Berichte-Schießen gar nichts bringt und echte Datenarbeit eigentlich pure Beziehungsarbeit ist. Du lernst, wie du vom reinen Zahlenknecht zum Decision Coach wirst, was eine Entscheidungsarchitektur ist und warum Data Literacy mehr ist als nur Tool-Bedienung. Hör rein, um den Daten-Dschungel zu durchdringen und echten Buy-in für deine Analysen zu bekommen!▬▬▬▬▬▬ Profile: ▬▬▬▬Zum LinkedIn-Profil von Julia: https://www.linkedin.com/in/julia-zukrigl/Zum LinkedIn-Profil von Christian: https://www.linkedin.com/in/christian-krug/Christians Wonderlink: https://wonderl.ink/@christiankrugUnf*ck Your Data auf Linkedin: https://www.linkedin.com/company/unfck-your-data▬▬▬▬▬▬ Buchempfehlung: ▬▬▬▬Buchempfehlung von Julia: Kybernetik und Kritik - Anna Verena NosthoffAlle Empfehlungen in Melenas Bücherladen: https://gunzenhausen.buchhandlung.de/unfuckyourdata▬▬▬▬▬▬ Hier findest Du Unf*ck Your Data: ▬▬▬▬Zum Podcast auf Spotify: https://open.spotify.com/show/6Ow7ySMbgnir27etMYkpxT?si=dc0fd2b3c6454bfaZum Podcast auf iTunes: https://podcasts.apple.com/de/podcast/unf-ck-your-data/id1673832019Zum Podcast auf Deezer: https://deezer.page.link/FnT5kRSjf2k54iib6Zum Podcast auf Youtube: https://www.youtube.com/@unfckyourdata▬▬▬▬▬▬ Merch: ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬https://unfckyourdata-shop.de/▬▬▬▬▬▬ Kontakt: ▬▬▬▬E-Mail: christian@uyd-podcast.com▬▬▬▬▬▬ Timestamps: ▬▬▬▬▬▬▬▬▬▬▬▬▬00:00 Intro & Rückkehr der wunderbaren Dr. Julia Zukrigl 04:17 Das 10-Millionen-Projekt: Warum Zahlen allein keine Entscheidungen kippen 07:35 Kahneman erklärt: System 1 (Intuition) vs. System 2 (Verstand) 12:15 Die rote ROI-Bedrohung: Warum Datenarbeit Beziehungsarbeit ist 21:24 Entscheidungsarchitektur: Lege die Schwellenwerte fest, BEVOR du analysierst 28:25 Decision Intelligence: Was „Data-Driven“ für uns Menschen eigentlich bedeutet 30:05 Der Outcome Bias: Warum ein gutes Ergebnis nicht für eine gute Entscheidung spricht 38:55 Das Decision Log: So dokumentierst du Entscheidungen pragmatisch im Alltag 46:16 Keine Tool-Schulung! Was ECHTE Data Literacy heute bedeutet 50:50 Julias Buchtipp, Frühlings-Vibes & Outro

Imagine you and your teenager are sitting down for a nice meal and she/he asks, “What do you know about depression?” and you're stumped for an answer.Faced with that question, D. (Doug) Earl Johnston set out to find the answer and, along the way, identified 271 additional and distinct emotional states that formed the basis of his latest book, Choosing Emotions: Thinking with Your Head and Acting with Your Heart.Doug shares what he learned about the amazing array of emotions all of us feel and how they protect us this week on Spirit Gym.Learn more about Doug and his work at his website and on social media via Instagram. Timestamps4:58 Doug's daughter asked him a question he couldn't answer: What do you know about depression?10:42 Identifying 272 distinct emotional states through famous quotes.21:41 Our emotions are tools that protect us.32:15 The fundamental misunderstandings people have about emotions.43:15 A consilience.47:35 Name it, blame it and tame it.56:30 “Fear is a reaction. Courage is a decision.”1:06:35 Where do you draw the line between an emotion, mood, condition, pattern or life?1:23:54 “Can you change a default emotion?”1:33:38 Doug's reckoning with ego.1:39:05 Vocabulary and emotions.1:48:03 The domains of the head, heart and gut.1:52:55 One of Paul's guiding principles he learned from a student.ResourcesAtlas of the Heart: Mapping Meaningful Connection and the Language of Human Experience by Brené BrownThe work of Rollo May, J.K. Rowling, Eckhart Tolle, Dr. Antonio Damasio, Jonathan Heidt, Daniel Kahneman, Niels Bohr, Ludwig Wittgenstein, Charles Kettering, Noam Chomsky, Dan Siegel, Stanley Krippner, Edgar Cayce and Sir Winston ChurchillPaul's podcast conversations with Rollin McCraty and Keith WittHow Emotions Are Made: The Secret Life of the Brain by Lisa BarrettSwitch: How to Change Things When Change is Hard by Chip and Dan HeathFeelings Buried Alive Never Die by Karol TrumanThe Body Keeps The Score: Brain, Mind and Body in the Healing of Trauma by Dr. Bessel van der Kolk Tao Te Ching: A New English Version by Stephen MitchellThe Second Book of the Tao by Stephen MitchellFind more resources for this episode on our website.Music Credit: Meet Your Heroes (444Hz), Composed, mixed, mastered and produced by Michael RB Schwartz of Brave Bear MusicThanks to our awesome sponsors:PaleovalleyBIOptimizers US and BIOptimizers UK PAUL15Organifi CHEK20Wild PasturesPique LifeCHEK InstituteWe may earn commissions from qualifying purchases using affiliate links.

Forty percent of prospects never make a buying decision, and the reason is rarely the competition. Rohail Khan, founder of Avant.AI and executive consultant for Corporate Visions, breaks down why the status quo is the most dangerous competitor in any sales cycle and how to defeat it.Khan draws on 25 years as a C-suite executive, including roles at Xerox and Bank of America, to explain what CEOs and CFOs actually pay attention to during a pitch and why most sales teams lose the room within the first five minutes. The conversation covers how to use earnings call transcripts to find unconsidered risks, how to escape the commodity trap by shifting from features to financial outcomes, and why "you phrasing" transfers ownership to the buyer in ways that change the entire power dynamic of a pitch.Host Sean Grady also gets into Daniel Kahneman's prospect theory, the EBITDA pivot, the value wedge, and the three deadly sins of sales messaging. Khan offers specific AI prompt strategies using tools like Perplexity and Gemini to surface insights that clients do not yet know they need.Whether you manage large accounts, prepare executive proposals, or are trying to break through to the C-suite for the first time, this conversation delivers a concrete framework for turning uncertainty into urgency.Learn more about Corporate Visions at corporatevisions.com. Visit Sean Grady's website at seankgrady.com to sign up for the newsletter.#SalesPodcast #CSuiteStrategy #EnvironmentalTransformationTAGS:Rohail Khan, Avant AI, Corporate Visions sales training, C-suite selling, executive sales strategy, no decision sales, EBITDA pivot, value wedge, prospect theory, Daniel Kahneman loss aversion, B2B sales podcast, sales training podcast, closing deals, unconsidered needs, sales messaging, commodity trap, Environmental Transformation PodcastCHAPTERS:0:00 Introduction and Rohail Khan's Background2:55 The Elevator Pitch and C-Suite Preparation8:00 Understanding the CEO, CFO, and COO Mindset11:30 Using Earnings Calls for Sales Research15:55 Sponsor Messages16:40 Why No Decision Is the Biggest Competitor19:45 Finding Unconsidered Needs With AI Research25:30 Biggest Preparation Mistakes in Executive Pitches29:30 You Phrasing and the Power Dynamic Shift31:45 The EBITDA Pivot and Avoiding Speeds and Feeds34:30 Breaking Through the Procurement Gatekeeper38:30 The Value Wedge and Defensible Differentiation41:00 Making the Customer the Hero Through Storytelling43:00 Decision-Making Psychology and Managing Risk47:30 Prospect Theory and the Cost of Inaction52:30 Telling Details Versus Superlatives in a Pitch53:45 Reframing Emotional Anchors With Analogies55:30 The Three Deadly Sins of Sales Messaging56:30 How to Connect With Corporate Visions

On the 67th episode of Enterprise AI Innovators, host Evan Reiser (CEO and co-founder, Abnormal AI) talks with Joel Hron, Chief Technology Officer at Thomson Reuters. Joel shares how Thomson Reuters is rebuilding 150-year-old knowledge-work franchises in legal, tax, and compliance around agentic AI, what changed when more than half of his engineers' code started being written by AI, and why the right mental model for working with AI is "colleague," not "copilot."Quick Hits from Joel:On the engineer-to-controller reframe: "Your job as an engineer shifted from being the contributor and owner of the code base to being more the controller and governor of the code base."On the trust gaps blocking enterprise agents: "The control system around the agent is something that I think really needs to be built out further for enterprises to get comfortable with allowing agents to just do work in a more independent way."On doing technical review at 5,000-engineer scale: "You can literally go clone the repo and spend an hour with Claude or with Codex talking about the code."Book Recommendation: Thinking, Fast and Slow by Daniel Kahneman. Like what you hear? Leave us a review and subscribe to the show on Apple, Spotify, and YouTube.Enterprise AI Innovators is a show where top technology executives share specific ways AI changes how work gets done in the enterprise.Find more great insights from technology leaders and enterprise software experts at https://www.enterprisesoftware.blog/Enterprise AI Innovators is produced by Abnormal Studios.

Blair Enns is the founder of Win Without Pitching, author of The Four Conversations, and co-host of the 2Bobs podcast. He helps experts, agencies, and consultants move from being treated like vendors to becoming trusted advisors. In this episode, Blair joins Mark Stiving to unpack the hidden dynamics behind how buyers decide who they trust, who they listen to, and who they ultimately hire. They explore why selling expertise is fundamentally different from selling products, how authority is established long before proposals are presented, and why presenting multiple options changes the psychology of buyer decision-making. If you've ever wondered why some experts command confidence while others get stuck competing like commodities, this conversation will change how you think about selling, value, and buyer behavior.   Why You Have to Listen: Learn how buyers decide who feels like the trusted expert — long before proposals, pricing, or deliverables are discussed. Discover why presenting multiple options changes buyer psychology and keeps you out of "convince mode" during sales conversations. Understand the Four Conversations framework that helps experts move from being treated like vendors to becoming trusted advisors.   "Selling isn't talking people into things. It's helping somebody make a decision." — Blair Enns   Topics Covered: 02:44 — Why Selling Expertise Changes Buyer Behavior. Blair explains why buyers evaluate experts differently from traditional salespeople and why trust starts forming before proposals are discussed. 06:20 — The Four Conversations Behind Every Buying Decision. A breakdown of the four conversations that quietly shape how buyers decide who they trust and hire. 07:41 — Expert vs. Vendor: The Positioning Buyers Feel Immediately. Why buyers instinctively place sellers into categories and how experts avoid becoming "just another option." 11:36 — The Question That Unlocks Better Buyer Conversations. How focusing on a buyer's desired future state changes the entire direction of a sales discussion. 15:51 — Why Multiple Options Change Buyer Psychology. Blair explains why presenting choices keeps you out of "convince mode" and makes buyers feel safer saying yes. 19:17 — Why Value Should Come Before Pricing. A conversation on why buyers think differently when outcomes are discussed before solutions or costs. 23:53 — The Hidden Power of Price Anchoring. How the first numbers buyers hear quietly reshape expectations, negotiations, and decision-making.   Key Takeaways: "Selling isn't talking people into things. It's helping somebody make a decision." — Blair Enns "We rarely do the amount of thinking required to reason ourselves away from the starting point." — Blair Enns on how anchors shape buyer decisions   People and Resources Mentioned: Mahan Khalsa — Referenced for the idea that "the sale is the sample of the engagement to follow" from his book Let's Get Real or Let's Not Play. Thinking, Fast and Slow — Referenced during the discussion on anchoring, heuristics, and buyer decision-making psychology. Daniel Kahneman and Amos Tversky — Mentioned for their work on Prospect Theory and anchoring effects that shape how buyers evaluate pricing and options. 2Bobs — Blair's podcast co-hosted with David Baker, known for conversations on positioning, expertise, and agency growth. The Four Conversations — Blair's book introducing a framework for selling expertise through authority, value conversations, and buyer trust.   Connect with Blair Enns: LinkedIn: https://www.linkedin.com/in/blairenns/  Website: https://www.winwithoutpitching.com/ Books: https://www.winwithoutpitching.com/books    Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Who is Patrick?Patrick Van der Burght's journey began over 25 years ago, when he first discovered the transformative power of understanding human behaviour and research. Awed by how empowering and effective these insights were—without the need to lie or cheat—he quickly became passionate about sharing them. Today, as a sought-after keynote speaker, Patrick relishes witnessing audiences experience their own “aha” moments, just as he did decades ago. His mission is to help others unlock their potential by waking up to the profound impact of his teaching, sparking realization, growth, and change wherever he speaks.Key TakeawaysThe Secret Science Behind Getting a YES—Without Being Manipulative1/ Ever felt “icky” trying to get someone to say yes? Turns out, ethical persuasion isn't about tricking—it's about understanding human behavior. Patrick Van der Burght dropped some serious knowledge on this in his chat with Stuart Webb on “It's Not Rocket Science.”

What happens when you discover that a book that fundamentally changed how you think is built on a shaky foundation? In today's episode, I share my own struggle with the replication crisis surrounding Daniel Kahneman's *Thinking Fast and Slow*, and I use it as a springboard to talk about a much bigger skill: knowing how to update your beliefs when reality shifts underneath you. This isn't about throwing out science or losing trust in your heroes. It's about developing the muscle to replace old explanations with better ones — a skill that has never been more important for software engineers. The Replication Crisis, Briefly Explained: Understand the difference between reproducing a study (re-running the analysis on the original data) and replicating one (recreating the study from the ground up), and why a surprisingly large portion of well-respected psychology research, including studies cited in Thinking Fast and Slow, doesn't hold up under scrutiny. Base Rates Matter: Kahneman didn't pick uniquely bad studies. If you randomly sampled from the broader academic literature, you'd hit the same failure rate. The lesson isn't about one author — it's about how we evaluate any body of knowledge. The Beginning of Infinity Framework: Drawing from David Deutsch's book, explore the idea that all progress is rooted in the assumption that we are fundamentally incorrect, and that improvement comes from continually building better explanations on top of incomplete ones. Beliefs as Calibration, Not Truth: Your beliefs about what makes a good engineer, what makes good code, or what makes a good career move are not eternal truths. They are calibrations to your current reality, and that reality is changing fast. The Ego Trap of Old Beliefs: Notice the very human, very subtle pull to defend things you previously argued for — not because they're still right, but because admitting otherwise creates a discontinuity with your former self. This is one of the biggest blockers to learning. Two Competing Explanations of AI Adoption: Walk through a worked example of holding two predictions about AI in tension and asking honestly which one better explains the reality you're seeing — at both a macro industry level and the micro level of debugging a system. Moving Goalposts Aren't a Conspiracy: A lot of what feels like shifting goalposts in our industry is just goalposts moving on their own. A big part of our job as engineers is figuring out where they are now and predicting where they're heading next. Episode Homework: Pick one belief you hold strongly about your work — about what makes a good engineer, about a tool, about a process. Try to deconstruct it into its parts and ask whether a better explanation exists for what you're actually seeing.

Tom Gilovich finds it fun to study the whys and wherefores of how human beings make sense of the information delivered by the world around them. And why not, he explains to interviewer David Edmonds in this Social Science Bites podcast. "We're dynamic, very complicated creatures who do all sorts of things and sometimes make you go, 'Huh?' That's interesting." He adds, "At the same time, some of the things that people do have great consequences," which means understanding how understandings come about also has great import. "A lot of the research on judgment and decision making is that there's a schism between the rational choice and the psychologically compelling choice," Gilovich continues, "and that has provided fertile ground for psychologists like me to explore it: "OK, this is what the rational analysis suggests. Why don't we do that?" And there's often some interesting psychological answers to that. Doesn't make logical sense, but it makes lots of psychological sense." In that spirit, Edmonds and Gilovich, the Irene Blecker Rosenfeld Professor of Psychology in the Department of Psychology at Cornell University, run through what Edmonds calls "the greatest hits" of Gilovich's research findings. These include the "spotlight effect," which posits that individuals often assume others pay more attention to them than they are, and its cousin, "the illusion of transparency," in which people assume others recognize their feelings and emotions accurately. They also look at regret, bias blind spots, and why third-place finishers are happier than second-place ones. Gilovich is the co-director of the Cornell Center for Behavioral Economics and Decision Research. He's written or co-written several books, ranging from the academic (the textbook Social Psychology written with Dacher Keitner, Serena Chen and Richard Nisbett), titles that bridge academia and the general public (2002's The psychology of intuitive judgment: Heuristic and biases written alongside Dale Griffin and Daniel Kahneman), and books that bring psychological insights directly to the public (such as 1999's Why smart people make big money mistakes—and how to correct them: Lessons from the new science of behavioral economics with Gary Belsky and 2015's The wisest in the room: How you can benefit from social psychology's most powerful insights with Lee Ross).  

Content note: this episode discusses assisted dying, end-of-life choices, and suicide. Some listeners may find the content distressing.In April 2024, Daniel Kahneman — one of the most influential psychologists of the twentieth century — emailed his close friends to say goodbye. He was 90 years old, his kidneys were failing, his mental lapses were increasing, and he had decided it was time to go. He flew to Switzerland to end his life at an assisted dying clinic there, because New York, where he lived, did not permit it. Thirteen American states currently allow medical assistance in dying; most require a terminal diagnosis with death expected within six months. Canada, Belgium, and Switzerland allow it on broader terms. The UK introduced a bill to parliament, but it failed to pass. The debate on whether we have the right to end our own lives has not been resolved. This week Tim Phillips talks to Al Roth of Stanford University about how economics can contribute to the debate on medical aid in dying (MAID). Roth, a Nobel Prize laureate, has written a new book that argues this, and similar debates, often miss the key insight: the binary choice of “allow” versus “ban” rarely reflects reality. For example, in the United States, he explains that physicians in jurisdictions where assisted dying is illegal are familiar with the practice of administering doses of drugs that will relieve pain, but also end life. Roth's argument is not that assisted dying is always right. It is that a moral position that ignores the costs of a ban is not more ethical — it is less honest. Economists, he says, bring one specific thing to this debate: the insistence that trade-offs be made explicit.The book discussed in this episode:Roth, Alvin E. 2026. Moral Economics: What Controversial Transactions Reveal about How Markets Work. Basic Books. Published 21 May 2026.To cite this episode:Phillips, Tim, and Alvin Roth. 2026. “The right to choose to die." VoxTalks Economics (podcast).Assign this as extra listening. The citation above is formatted and ready for a reading list or VLE.About the guestAlvin Roth is the Craig and Susan McCaw Professor of Economics at Stanford University. He was awarded the Nobel Prize in Economics in 2012, shared with Lloyd Shapley, for the theory of stable allocations and the practice of market design. He is one of the architects of modern matching market design, having redesigned the systems used in the United States to match medical residents to hospitals and students to schools. A previous book, Who Gets What — and Why, was published in 2014. Research cited in this episodeRepugnant transactions is Alvin Roth's term for a class of transactions that are controversial not because no one wants to engage in them — that would be disgust — but because some people do want to engage in them and others believe they should not be allowed to, typically on moral or religious grounds. The key feature is that the objectors suffer no direct externality from the transaction; their objection is to the thing happening at all, regardless of whether it affects them. Roth's examples across the book include medical aid in dying, kidney sales, paid blood plasma donation, surrogacy, and access to certain drugs. The policy implication is that repugnant transactions, unlike ordinary market failures, cannot be resolved by standard economic tools; they require explicit engagement with the moral contest and careful mechanism design to decide what is permitted, to whom, under what conditions.Oregon's Death with Dignity Act (1997) was the first US state law permitting physician-assisted dying. It requires a terminal diagnosis with death expected within six months, confirmation from two physicians, a waiting period, and self-administration of the medication by the patient. According to the 2024 report of the Oregon Health Authority, assisted dying accounts for roughly 0.9% of all deaths in Oregon; many patients who obtain a prescription never use it. Oregon's 27 years of data make it the most-studied model for the policy, and its take-up rates and population demographics have informed both advocates and critics in other jurisdictions.Ezekiel Emanuel and vulnerable populations: A 2016 paper by physician and bioethicist Ezekiel Emanuel and co-authors examined the demographics of patients who access assisted dying in jurisdictions where it is legal and found no evidence that vulnerable populations — defined by disability, age, mental illness, or socioeconomic status — accessed it at higher rates than the broader population of dying patients. Roth cites this as evidence against the argument that legalisation creates pressure on the vulnerable to choose death, while noting that this population-level finding does not rule out individual cases of pressure.The Hippocratic Oath is the earliest recorded professional commitment by physicians not to participate in assisted dying. Roth notes that Hippocrates formulated the oath in the fifth century CE, and that the very inclusion of a prohibition on helping patients die implies the practice was already occurring — physicians were being asked to do it. The religious objection — that decisions about life and death belong to God — and the medical objection — that a physician's role is to save life, not end it — have both been consistent features of opposition to assisted dying across more than two millennia.The Canadian Supreme Court decision (Carter v. Canada, 2015) struck down Canada's criminal prohibition on physician-assisted dying on the grounds that it infringed Canadians' constitutional rights to life and to security of the person. The court's reasoning included the counterintuitive argument that denying access to assisted dying could cause people to end their lives earlier and less safely — while still capable of doing so — out of fear of being unable to later. The Canadian framework that followed is more permissive than US state laws: it does not require a terminal diagnosis but instead an irremediable condition causing intolerable suffering. Canada has since debated, and repeatedly delayed, extending the framework to mental illness as a sole underlying condition.Mechanism design is the field of economics concerned with designing rules, institutions, and processes to achieve desired outcomes, particularly in settings where participants have private information or conflicting interests. Roth is one of its leading practitioners. In the context of assisted dying, mechanism design asks: who can apply, through what process, verified by whom, with what waiting periods, and with what safeguards against coercion or mistaken diagnosis? The differences between Oregon's model (terminal diagnosis, self-administration, annual reporting), Canada's model (irremediable suffering, physician or nurse practitioner administration permitted), and Switzerland's model (available to non-residents) are, in Roth's framing, different mechanism designs with measurably different outcomes.More VoxTalks Economics episodesIn February, Tim spoke to Martin Ellison and Julian Ashwin about what decisions seniors will take about their later years and whether policy can accommodate both their abilities and their needs. Listen to The Economic Consequences of Living Longer. 

DESCRIPTION: You are not crazy. You are not weak. You are not broken. You are running a program that was never designed for the life you are trying to build. Why You Can't Stop Overthinking? Your brain is doing its job.What you will take away: — Why you can't stop overthinking and why it is not your fault — What Steve Peters, Daniel Kahneman and Barbara Oakley all agree on — Three steps to break the loop without fighting your own brain — Why the answer never comes while you are chasing itTIMESTAMPS:00:00 — You are not broken 00:17 — Who is Igor and what is this series 00:36 — The problem — survival software in a creation world 03:16 — Visual: What your brain was actually built for 03:51 — The solution — three steps to break the loop 05:36 — Visual: Name it. Slow down. Give it a deadline. 06:11 — Igor's story — living the spiral and walking out of it 07:45 — Your next step 08:13 — Help me reach 10,000 08:44 — CloseThis isn't about silencing your mind. It's about giving it a better job.

Read my new book, The Price of Becoming. www.LearningLeader.com/Becoming The Learning Leader Show with Ryan Hawk This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: David Epstein is the #1 New York Times bestselling author of Range and The Sports Gene. A former investigative reporter at ProPublica and senior writer at Sports Illustrated. His new book is called Inside the Box: How Constraints Make Us Better. Notes   Be part of "Mindful Monday" -- Text Hawk to 66866 Key Learnings The easier move is to let it go. David found a factual error in Ryan's new/my new book. David was supposed to read it and write a blurb on it - but went further and challenged a factual error. The kind move, what great leaders actually do, is being willing to point things out, even if it could cause a little friction.  There is such a thing as too much autonomy. After Range became mega viral, David optimized for autonomy. He individualized his whole life. He no longer was writing about what others assigned him. A year later, he realized there is a thing as too much autonomy. He missed the structure of a work day, the deadlines, the annoyances of working with other people's schedules. This total freedom ended up feeling terrible. "The great thing about being committed by your own choice is that you can stop wondering how to live and start living."  This quote by Mihaly Csikszentmihalyi hit David when he was on a dating app for book topics, just swiping and swiping. That day he said, "I'm really interested in constraints. I need some myself. I'm writing a book proposal on this." Two weeks later he was 10 times more interested because he decided to dive into it. Cal Newport says "system shutting down" at the end of his workday. It seems silly, but when you have all that freedom, you need something to close the workday so you can recover and be ready for the next day. Your brain is made for preventing you from having to think whenever possible. Cognitive scientist Daniel Willingham says thinking is energetically costly. So when your calendar is too open, all you'll do is what's convenient. Your brain will be lazy. The path of least resistance. The mere urgency effect: when schedule and structure is too open, people do things that seem urgent even if they're unimportant. When you're too unstructured, you end up doing huge volumes of low value stuff just to have checked off doing something. What David's workday looks like now:  Batching work: people at work check their email on average 77 times a day. The way people are usually doing that is they're toggling all the time between email and something else. When you do that, it lowers your productivity and massively increases your stress. David doesn't start his day with his inbox. He'll check it at the end of the workday because emails can take him away from the most important work at the beginning of the day.  Stress + Rest = Growth. The workday ends when David's son gets home. When writing, you have to program in rest, just like you would if you were an athlete in training.  Daniel Kahneman said writing "Thinking Fast and Slow" was the worst few years of his life. David had lunch with Kahneman and praised the book. Kahneman said, "Never again." He said it was so isolating. He was used to working with a partner or multiple partners and colleagues. He felt so isolated that he said he'd never write a book again, or if he did, he would write it with somebody else. And that's what he did. And David could empathize with that.  David made a one-page architectural outline for how "Inside the Box" would look. If it's not on that page, it is not in the book. He wrote as small as possible to try to defeat his own system. The book's 20% shorter than his other two. He thinks it's much tighter writing. He was so much more efficient that he doesn't feel nearly as burned out. After a mega hit book, two things matter: (1) A lot is out of your control, and (2) Identify as a craftsman. David's colleague at Sports Illustrated told him, "If a book about genetics and vampires comes out the same day, you're screwed, and there's nothing you can do about it." He was right. But David very strongly identifies as a writer now, as a craftsman. He's taken fiction writing courses just to learn about craft. With Inside the Box, he did a structural experiment that he found so engaging because he was focused on the craft itself, not just the commercial outcome. "Docendo discimus" - by teaching, we learn. This is a quote from Seneca. If people think they're going to have to teach certain material, they organize it more coherently in their own mind. They start pulling out main ideas and attaching different ideas together. Teaching it is even better, but just making someone think they're going to have to teach it makes them learn in a much more coherent way. Narrative values: the recurring themes that give coherence to a life. David went back and looked at his life and identified: curiosity, open-mindedness, diligence, and resilience. Now that he's started telling his story in that way, it shows up everywhere. But going forward, he also wanted some things in his story that he didn't have. So he identified forgiveness in particular because that has not been a strong suit for him. Ben Helfgott: the only living Olympian to have survived a concentration camp. Almost everybody in his family was killed in the Holocaust. He just preached forgiveness all the time. When David saw what Ben did, these petty grudges he's holding are nothing. You're just poisoning yourself when you hold these grudges. So David decided he wanted forgiveness to become one of his narrative values.  Herbert Simon won the highest award in computer science, psychology, and the Nobel Prize in economics. His quote serves as the epigraph of the book: "It is a myth, widely believed but not less mythical for that, that people are most creative when they're most free." Simon coined the term "satisficing." It's a combination of satisfy and suffice. It means having good enough decision rules. He contrasted that with maximizing. From a mountain of psychological research, it is almost always bad to be a maximizer. Maximizers are less happy with their decisions, less happy with their lives, more prone to regret. There's not much evidence they actually make better decisions most of the time. Simon was a proactive satisficer. He said you need three sets of clothing: one on your back, one in the wash, and the next one ready to wear. He simplified all the decisions in his life so he could save cognitive bandwidth for the really important ones. He famously said, "The perfect is the enemy of the good." Choose when to choose. Choose when to save and when to use your cognitive bandwidth.  Good enough doesn't mean you have low standards. It means you're saving your bandwidth for the most important things. "How you do anything is how you do everything" is completely wrong. This is one of David's least favorite quotes. It's wrong. Herbert Simon did the same mundane thing, the same breakfast every day, the same socks, so he could crush it in his work. He wasn't doing everything the way he was doing his work. The Fredkins Paradox: We spend the most energy on the least important decisions because we agonize when the options are really similar. General Magic: They invented the smartphone in 1990. The iPhone would not exist without them. They had infinite degrees of freedom. They could do anything. When the device came out, it didn't solve a clear customer problem. It had a 200-page manual. They sold 3,000 units in the first six months. Meanwhile, people inside General Magic who bit off much smaller chunks had success. One low-level engineer started Auction Web. His bosses said no, too small. He left and changed the name to eBay. Another created Graffiti. He said "I'm going to solve a clear customer problem. Busy professionals want contacts and calendars on the go." He did just a calendar, contacts, and a memo pad. That was the Palm Pilot. By doing way less. By doing something, not everything. Tony Fadell (the "podfather"): "If you don't have constraints, make up constraints."  Bill Gurley said, "We have a saying in venture: more startups die of indigestion than starvation." When Tony co-founded Nest, he made his team work inside a literal box. He made them prototype the box before they had the product. If it didn't fit in that box, it was not a priority. Reflection Questions What area of your life has too much freedom right now? Where could you add a constraint (a deadline, a ritual, a boundary) that would actually make you more productive or creative? If you had to pick three narrative values that run through your life story, what would they be? Are they the ones you want, or do you need to add an aspirational value like David did with forgiveness? What's one decision you're maximizing (trying to find the perfect choice) when you should be satisficing (good enough and move on)? How much time and energy would you free up if you applied Herbert Simon's approach? More Learning #310 - David Epstein: Why Generalists Will Rule the World #582 - Cal Newport: Obsess Over Quality #660 - James Clear: The 4 Laws to Behavioral Change Podcast Chapters00:00 The Price of Becoming - Ryan's New Book 01:15 Meet David Epstein 02:39 The Fact Checker: What Great Leaders Do 04:27 Dedication Easter Eggs 05:50 The Problem With Too Much Autonomy 10:47 Why You Actually Need Constraints 12:29 Batching Work: The 77 Email Checks Problem 17:20 Lunch with Kahneman: Thinking Fast and Slow Was Miserable  22:18 What To Do After A Viral Book 27:07 Docendo Discimus: By Teaching, We Learn  29:13 Why Leaders Should Regularly Teach 31:09 Desirable Difficulties 31:56 Narrative Values: The Themes That Define Your Life 34:31 Adding Forgiveness As an Aspirational Value 36:13 Chips on Shoulders vs. Proving People Right 39:10 Herbert Simon: The Man Who Won Everything 40:20 Satisficing Over Maximizing 42:40 Choosing When To Choose 44:29 Good Enough Doesn't Mean Low Standards 46:13 Why "How You Do Anything" is Completely Wrong 47:25 General Magic: Do Something, Not Everything 52:49 One Year From Now: What Are You Celebrating? 54:54 EOPC

On this episode of Currently Reading, Kaytee and Roxanna are discussing: Bookish Moments: Whiny men in books and reading to our kids Current Reads: all the great, interesting, and/or terrible stuff we've been reading lately Deep Dive: books we rated fairly low, but have stuck with us over time. Before We Go: our new segment featuring bookish friend posts and a sleeper hit from Roxanna Show notes are time-stamped below for your convenience. Read the transcript of the episode (this link only works on the main site). . . .   :10 - Bite Size Intro 1:50 - We encourage you to spend your dollars at indie bookstores this Saturday, April 25th for Independent Bookstore Day! 4:26 - Bookish Moments of the Week 4:49 - Remarkably Bright Creatures by Shelby Van Pelt 5:47 - The Road to Tender Hearts by Annie Hartnett 7:35 - Guess How Much I Love You by Sam McBratney 10:00 - Current Reads 10:08 - Good People by Patmeena Sabit (Roxanna) 12:21 - The Kite Runner by Khaled Hosseini 18:58 - Heated Rivalry by Rachel Reid (Kaytee) 24:01 - One Woman Show by Christine Coulson (Roxanna) 28:12 - Sarah's Bookshelves Live 28:34 - Meet the Neighbors by Brandon Keim (Kaytee)  31:56 - An Immense World by Ed Yong 32:11 - Fuzz by Mary Roach 33:34 - Thinking in Bets by Annie Duke (Roxanna) 37:01 - Thinking Fast and Slow by Daniel Kahneman 38:15 - Fierce Fairytales by Nikita Gill (Kaytee) 40:23 - The Princess Saves Herself in this One by Amanda Lovelace 40:31 - Love in Color by Bolu Babalola 41:48 - Deep Dive: Lower Rated Books That Stuck With Us 42:57 - Wine Witch On Fire by Natalie MacLean 48:27 - Medium Raw by Anthony Bourdain 50:08 - Save Me The Plums by Ruth Reichl 50:10 - Blood Bones & Butter by Gabrielle Hamilton 50:46 - Kitchen Confidential by Anthony Bourdain 51:51 - To Be Taught, If Fortunate by Becky Chambers 55:29 - Waiting for Tom Hanks by Kerry Winfrey 56:44 - How To Kill A Guy In Ten Dates by Shailee Thompson 57:10 - The Hunger Games by Suzanne Collins 57:13 - A Court of Thorns and Roses by Sarah J. Maas 57:42 - Dawn by Octavia Butler 57:48 - Kindred by Octavia Butler 1:01:24 - You by Caroline Kepnes 1:04:56 - Before We Go Kaytee highlights a bookish friend post 1:05:12 - Currently Reading Patreon (gets you access to our Discord!) 1:05:31 - Lonesome Dove by Larry McMurtry Roxanna brings a sleeper hit 1:06:25 - Food that Really Schmecks by Edna Stabler   Support Us: Become a Bookish Friend | Grab Some Merch Shop Bookshop dot org | Shop Amazon Bookish Friends Receive: The Indie Press List with a curated list of five books hand sold by the indie of the month. April's IPL is brought to us from a new to us bookstore, Two Friends Books in Bentonville, Arkansas Love and Chili Peppers with Kaytee and Rebekah - romance lovers get their due with this special episode focused entirely on the best selling genre fiction in the business All Things Murderful with Meredith and Elizabeth - special content for the scary-lovers, brought to you with the behind-the-scenes insights of an independent bookseller From the Editor's Desk with Kaytee and Bunmi Ishola - a quarterly peek behind the curtain at the publishing industry The Bookish Friends Facebook Group - where you can build community with bookish friends from around the globe as well as our hosts Connect With Us: The Show: Instagram | Website | Email | Threads | Substack | Youtube The Hosts and Regulars: Meredith | Kaytee | Mary | Roxanna Production and Editing: Megan Phouthavong Evans Affiliate Disclosure: All affiliate links go to Bookshop unless otherwise noted. Shopping here helps keep the lights on and benefits indie bookstores. Thanks for your support!

#413 In this podcast episode, Guy talked with Mark Gober about his drive to understand the nature of reality, his view that society is pushed toward fear and division, and his framing of this as "spiritual war." Gober recounted his conventional path (Princeton, investment banking at UBS during the 2008 crisis, then a decade in intellectual property consulting) and how witnessing corruption, followed by a 2016 "dark night of the soul," led him into research on psychedelics, meditation, alternative health, and evidence for consciousness beyond the brain (e.g., near-death experiences, UVA perceptual studies, IONS). He described writing seven books (2018–2024), launching the "Where Is My Mind" podcast, leaving a partner role to pursue this work, and later expanding into politics/economics during COVID, arguing government structure violates spiritual principles and emphasizing discernment, inner work, intention, and his ibogaine intentions. About Mark: Mark Gober is the author of the "Upside Down" series of seven books—spanning the topics of consciousness, politics, economics, UFOs, medicine, cosmology, and more. His first book, "An End to Upside Down Thinking" (2018), won the IPPY award for best science book of the year and was endorsed by researchers with affiliations at Harvard, Princeton, UVA, and UCSF (among others). He then wrote "An End to Upside Down Living" (2020), "An End to Upside Down Liberty" (2021), "An End to Upside Down Contact" (2022), "An End to the Upside Down Reset" (2023), "An End to Upside Down Medicine" (2023); and "An End to the Upside Down Cosmos" (2024). Mark is also the host of the 8-episode podcast series "Where Is My Mind?", released in 2019, which explores the scientific evidence for telepathy, the afterlife, and more. Additionally, since 2019, he has served on the board of the Institute of Noetic Sciences. Previously, Mark was a partner at Sherpa Technology Group in Silicon Valley and worked as an investment banking analyst with UBS in New York. He has been named one of IAM's Strategy 300: The World's Leading Intellectual Property Strategists. Mark graduated magna cum laude from Princeton University, where he wrote an award-winning thesis on Daniel Kahneman's Nobel Prize–winning "Prospect Theory" and was elected a captain of Princeton's Division I tennis team. Key Points Discussed:  (00:00) - You're TRAPPED In A Hidden Spiritual War Rewiring Your Reality! (02:14) - Why Mark Is Passionate About Understanding Reality (02:36) - Are We Waking Up as a Species? (03:15) - Consciousness: Beyond the Brain (07:49) - Waking Up, Cleaning Up, Growing Up & Showing Up (09:38) - Mark's Background: Before the Spiritual Journey (11:26) - Investment Banking at UBS During the 2008 Financial Crisis (14:16) - Intellectual Property, Innovation & Seeing Corruption Firsthand (18:24) - Dark Night of the Soul & The Turning Point (23:00) - Reincarnation, Children's Past Lives & University of Virginia Research (24:13) - Writing His First Book & The "Where Is My Mind?" Podcast (26:41) - Leaving a Partner-Level Career to Follow His Purpose (29:04) - LIVE IN FLOW — Experience This Work in Person (30:26) - Spiritual War: Dark Forces & Intentional Suppression of Truth (31:33) - The Nag Hammadi Scriptures & Ancient Gnostic Texts (35:40) - COVID, Political Division & Writing "An End to Upside Down Liberty" (38:01) - Liberty, Statism & How Government Violates Spiritual Principles (45:01) - The Non-Aggression Principle & Natural Law (52:34) - How to Navigate a Dark World: Compassion With Discernment How to Contact Mark Gober:www.markgober.com   About me:My Instagram: www.instagram.com/guyhlawrence/?hl=en Guy's websites:www.guylawrence.com.au www.liveinflow.co

Jennifer Shahade is a two-time U.S. Women's Champion, poker professional, commentator, and acclaimed author. This week, she returns to the pod to discuss her new book Thinking Sideways: How to Think Like a Chess Player and Win at Life. Drawing on chess, poker, and psychology, Jen shares practical tips and memorable stories about decision-making, creativity, and improvement. We discuss: Why she interviewed reformed chess cheaters and what their stories reveal about ambition Helpful advice for remembering opening lines The “Einstellung Effect” and how to avoid missing better ideas How AI is changing the way we learn and think We also catch up on Jen's recent travels and upcoming events. There is a lot to learn and plenty of great stories along the way. 0:00- Intro- Jen Shahade and US Chess announce a settlement: https://x.com/KenneyBaden/status/2039375140534767852?s=20 0:02- Jen Shahade joins me. How did she find reformed chess cheaters to interview? What did she learn from talking with them for her book? Mentioned: Netflix Untold Documentary about the Niemann-Carlsen story  https://www.netflix.com/title/81582391 0:10- What is “MTR”?  0:14- Working with legendary trainer IM Mark Dvoretsky  0:18- Lessons learned from interviewing a memory champion  Mentioned: Yanjaa Wintersoul, GM Sam Shankland  0:28- Jen's experiences coding with Claude  Check out the links to the app she built here: https://jenshahade.substack.com/p/spin-the-wheel-vibe-a-move 0:36- What is “the Einstellung effect”?  0:40- Jen's chess-related conversation with legendary psychologist and author Daniel Kahneman  0:42- How chess master and Alpha Zero creator Demis Hassabas “thought sideways” to secure funding for his start up.  0:48- Observations from the recent Sloan sports analytic conference 0:50- What is “the sandwich method”? 0:51- Upcoming book events for Jen 0:52- If you will be in NYC on May 12 and want to support a good cause, come see Jen and I at this event. You can buy tickets to the Chess in the Schools Poker/Chess Fundraiser here: https://secure.givelively.org/event/chess-in-the-schools-inc/chess-in-the-schools-3rd-annual-charity-poker-tournament  0:54- Thanks to Jen for joining me again, here is where to order her book. https://www.simonandschuster.com/books/Thinking-Sideways/Jennifer-Shahade/9798897100729 https://www.amazon.com/Thinking-Sideways-Think-Chess-Player/dp/B0FCDDB8XV  Photo in thumbnail by Maria Emelianova Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this engaging conversation, Guy Pinsent shares his entrepreneurial journey from Cambridge economics student, being a banker in the City, to the Foreign Office and on to real estate and finally, on his own account, as a successful self storage business owner in Central Europe. Guy discusses the founding and growth of Less Mess Storage, which now operates 18 locations across Poland and Czech Republic with backing from Metric Capital Partners since 2015, and with 100,000 sqm of rentable space and 40,000 more in the pipeline. Key Topics Covered: The Self Storage Business Model: Guy explains his freehold property approach, inspired by companies like Big Yellow and the McDonald's model featured in "The Founder" film. Also attractive features of the self storage business: long lifetime value of clients, custom inertia, counter-cyclical demand so the business performs well across the business cycle.Cambridge University Value of a first-class education. The Why question: How Guy never worried about social status, and simply doing what it takes to build a life, do something of value. Entrepreneurial Philosophy: Discussion of motivation and work ethic, referencing Arnold Schwarzenegger's YouTube talks and Gary Vaynerchuk's "I will outwork you" mentality. Economic Principles: Insights on loss aversion from Daniel Kahneman's research and lessons from Cambridge professor Michael Kuczynski. Life as a British Expat: Guy shares his experience living abroad and his documentary project "Should Brits Come Home?" made with Patrick Ney, exploring whether British expats should return to the UK. Documentary Filmmaking: Behind-the-scenes stories from filming at the Notting Hill Carnival, agricultural shows, and conducting street interviews. Political Commentary: Reflections on Britain's direction, post-nationalism, and concerns about current UK leadership. About Guy Pinsent Guy is a British real estate entrepreneur and the Founder & CEO of Less Mess Storage, a leading self‑storage company operating across Central Europe. Born in London and raised in the English countryside, he studied at Eton College and Cambridge University before starting his career in investment banking at Citibank. He later served at the British Embassy in Poland to strengthen UK–Poland business relations, then moved into commercial real estate with Colliers, and in 2014 founded Less Mess Storage, which he has since built into a benchmark player in the Central European self storage sector. Guy's Linkedin Links Arnold Schwarzenegger - Guy referenced a 4-minute motivational talk on YouTube about entrepreneurship principles YouTube: Arnold Schwarzenegger 6 Rules of Success Gary Vaynerchuk - Richard mentioned him as an American entrepreneur from Belarus known for saying "I will outwork you" as part of his pathway to success example here Daniel Kahneman - Guy referenced his work on loss aversion (people feel $100 loss twice as painfully as the good feeling of a $100 gain) Wikipedia: Loss Aversion Michael Kuczynski - Economics professor at Pembroke College, Cambridge who taught both Richard and Guy; passed away in 2025 at age 84 Pembroke College: Michael Kuczynski (1941–2025) Pedro Pablo Kuczynski - Michael's brother, became President of Peru Wikipedia: Pedro Pablo Kuczynski Less Mess Storage - Guy's self-storage company operating in Poland and Czech Republic with 18 locations lessmess.storage Pembroke College, Cambridge - Where both Richard and Guy studied economics pem.cam.ac.uk Big Yellow - UK self-storage company mentioned as reference for freehold approach bigyellow.co.uk "The Founder" - Film about Ray Kroc and McDonald's history, illustrating property-based business model Wikipedia: The Founder (film) Richard's TED-ED lesson based on The Founder link "Should Brits Come Home?" - Documentary Guy made with Patrick Ney about whether British expats should return to the UK especially from a Polish perspective. Here Patrick Ney was a guest on this NBN channel here, And gave one of the most popular TEDxKazimierz talks of all time with over 375,000 downloads here Center for Policy Studies - UK centre-right think tank Guy mentioned link Extra Space - Major US self-storage operator link Metric Capital Partners - Private equity investor in Less Mess since 2015 link1 Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Let me start you off with a scene. You're in a debate with someone who has the confidence of a Nobel laureate and the intellectual scaffolding of a soggy cardboard box. They speak quickly, assert boldly, and absorb nothing. You're thinking, “This is going to be easy.” Ten minutes later, you're Googling whether blood pressure medication comes in industrial drums.Welcome to the modern political argument.And if you've ever walked away from one of these encounters feeling like you just tried to teach algebra to a smoke alarm, congratulations. You've met the human embodiment of the Dunning-Krueger Effect. This is the phenomenon where people with limited knowledge dramatically overestimate their competence. In other words, the less they know, the more convinced they are that they know everything.Now layer that with the work of Daniel Kahneman, particularly from his book Thinking, Fast and Slow. Kahneman breaks thinking into two systems. System 1 is fast, emotional, reactive. System 2 is slow, analytical, deliberate.Guess which one dominates political arguments?Exactly.System 1 doesn't care about facts. It cares about survival. It treats disagreement like a personal attack, like you just insulted their grandmother and their Wi-Fi in the same sentence. So when you bring logic into that arena, you're not debating… you're threatening identity.That's your first mistake.Because what you think is a discussion about immigration policy is, for them, a cage match for psychological dominance. Truth isn't currency. Emotional control is.And long before Twitter turned arguments into public blood sport, Arthur Schopenhauer laid this out in his essay on eristic dialectics, essentially the art of winning arguments without regard for truth. His thesis was brutally simple: people don't argue to discover truth. They argue to win.Here's the kicker. When you present airtight logic to someone operating on emotional instinct, you don't win. You validate their battlefield. You've agreed to play chess with someone who flips the board and declares victory because your king “looked nervous.”So what happens next?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Wondering if Octalysis fits your challenge? Quick intro chat → professorgame.com/chat Most companies rely on traditional design thinking to build their products. That assumption is exactly why their retention rates flatline. In this episode, Rob Alvarez sits down with Joris Beerda, CEO of The Octalysis Group, to unpack the five-step Octalysis design process that drives engagement for Fortune 500 companies like Microsoft and Porsche. They discuss the critical difference between human-centered and human-focused design, the mechanics of building a high-functioning loyalty loop, and how to prioritize features using the "Biggest Bang for the Buck" model. If you want to move beyond simple points and badges to build experiences users genuinely care about, this conversation lays out the exact blueprint. Joris Beerda is the Co-Founder and CEO of The Octalysis Group. As a world-leading expert in Human-Focused Design and Octalysis Gamification, Joris' global career in creating engagement spans across 20 years, 15 countries and 7 languages. He has designed Human-Focused experiences for dozens of Fortune 500s as well as medium-sized companies. Joris is also a well known Keynote Speaker on Gamification in many renowned conferences throughout Europe, Asia, and Australia. Rob Alvarez is Head of Engagement Strategy, Europe at The Octalysis Group (TOG), a leading gamification and behavioral design consultancy. A globally recognized gamification strategist and TEDx speaker, he founded and hosts Professor Game, the #1 gamification podcast, and has interviewed hundreds of global experts. He designs evidence-based engagement systems that drive motivation, loyalty, and results, and teaches LEGO® SERIOUS PLAY® and gamification at top institutions including IE Business School, EFMD, and EBS University across Europe, the Americas, and Asia.   Guest Links and Info LinkedIn: Joris Beerda The Octalysis Group The Octalysis Group Case Studies   Links to episode mentions: Proposed guest: Daniel Kahneman or Richard Thaler Recommended book: Why Everyone Else is a Hypocrite by Robert Kurzban Favorite game: Heroes of the Storm   Lets's do stuff together! Let's chat about your gamification project YouTube LinkedIn Instagram Facebook Start Your Community on Skool for Free Ask a question

Tu tolerancia a la volatilidad determina tus ganancias. Cuando miras el histórico de la bolsa americana, el S&P500 está en negativo el 46% de los días, el 26% de los años y el 6% de las décadas. En otras palabras, si inviertes a largo plazo ganas siempre dinero, pero antes tienes que aprender a dormir tranquilo con tu cartera en negativo. Una vez aceptas eso, tu estrategia cambia por completo. La mayoría de la gente, que nunca llega a comprender la dinámica, reduce al máximo su exposición a la volatilidad, en su carrera y en su cartera, quedándose con las apuestas más conservadoras y aburridas. Temen perder más de lo que les gusta ganar, nunca están en negativo, pero tampoco sacan nada interesante de la vida. La Cartera K, que presentamos con Jordi en este episodio, quiere animarte a proteger tu capital con una diversificación más llevadera.Me hace especial ilusión comercializar un producto que protegerá tus ahorros en estos tiempos inciertos. Pablo González Vidal, mi socio en El Proyecto K, ha configurado una magnífica cartera de inversión con una diversificación sectorial. La cartera, que invierte mediante ETFs de bajo coste, ofrece exposición de renta variable en 6 sectores: tecnología, salud, consumo, utilities, energía e inmobiliario. Todos ellos con un comportamiento distinto y con un peso previamente fijado, para así evitar una sobrerrepresentación. Se añade luego un porcentaje de renta fija y oro, en función de la respuestas en el perfil de riesgo, dándole la mayor robustez. Hemos decidido llamarla La Cartera K y funcionará como un roboadvisor que rebalanceará todas las posiciones automáticamente una vez al año. Puedes ya contratarla en inbestMe.⁠La Cartera K⁠. Invierte en lo que no cambia.La Cartera K es la evolución lógica de El Proyecto K. Abrimos el taller de inversión para que la gente aprendiera a construirse su propia estrategia diversificada. Ahora te damos la oportunidad de invertir directamente en una cartera que sigue los principios en los que creemos: indexación, activos descorrelacionados y bajos costes. Encontrarás todos los detalles aquí. Si quieres utilizar este nuevo vehículo de inversión para proteger tu capital, el proceso de alta no podría ser más simple: tienes que simplemente abrirte una cuenta en inbestMe y una vez dentro contratar tu propia Cartera K, ajustada a tu perfil de riesgo. Jordi Mercader es el CEO de inbestMe y quiero decir que no podríamos haber encontrado un socio mejor para lanzar este producto, en una plataforma de inversión que ofrece todas las garantías.Si tienes cualquier duda, escríbeme a joan@elproyectok.comÍndice:0:32 Los bancos solo ofrecen el producto conservador que los clientes piden.8:26 Perder un 5% para ganar un 10%.16:44 No quieres saber el precio de tu piso.23:06 El mercado sube por las escaleras y baja por el hueco del ascensor.27:35 El perfil de riesgo lo descubres cuando te la pegas.39:52 Miedo irracional a comprar en máximos.49:28 Inversores que nunca conocieron un mercado bajista.52:01 Las locas carteras de los zoomers.57:23 ¿Quién necesita al asesor financiero?1:06:18 Hermès piensa en el largo plazo.1:14:57 Si vende en outlet no es tan lujo.1:18:14 No logo.1:27:44 Presentamos las Carteras K en InbestMe.Apuntes:Pensar rápido, pensar despacio. Daniel Kahneman.Have you ever tried to sell a diamond? Edward Jay Epstein.The secret economics of the Birkin bag. The Economist.Lois Vuitton. Acquired.Hermès. Acquired.Rolex. Acquired.Mad men. Matthew Weiner.

Alan reflects on the fine line between clinical intuition and cognitive bias. Sparked by a failed trivia question about SpongeBob SquarePants, Alan dives into the psychology of decision-making, exploring Daniel Kahneman's "fast vs. slow" thinking and the pitfalls of confirmation bias. Drawing on 30 years of dental practice, he discusses how "gut feelings" are often just highly trained pattern recognition for common ailments like decay and pulpitis. However, he issues a cautionary tale for practitioners: while your gut is an excellent compass to get you into the ballpark of a diagnosis, it's a terrible judge. Alan emphasizes the importance of "clearing the deck" for every patient, using objective testing to challenge your initial instincts rather than simply seeking to prove them right. Some links from the show: Thinking, Fast and Slow by Daniel Kahneman – The foundational book mentioned by Alan regarding System 1 and System 2 thinking. The Skeptics' Guide to the Universe – The podcast that originally sparked Alan's interest in scientific skepticism and cognitive biases. Join the Very Dental Facebook Group using one of these passwords: Timmerman, Paul, Bioclear, Hornbrook, Gary, McWethy, Frank, Papa Randy, or Lipscomb!  The Very Dental Podcast network is and will remain free to download. If you'd like to support the shows you love at Very Dental then show a little love to the people that support us! I'm a big fan of the Bioclear Method! I think you should give it a try and I've got a great offer to help you get on board! Use the exclusive Very Dental Podcast code VERYDENTAL8TON for 15% OFF your total Bioclear purchase, including Core Anterior and Posterior Four day courses, Black Triangle Certification, and all Bioclear products. Crazy Dental has everything you need from cotton rolls to equipment and everything in between and the best prices you'll find anywhere! If you head over to verydentalpodcast.com/crazy and use coupon code "VERYSHIP" you'll get free shipping on your order! Go save yourself some money and support the show all at the same time! The Wonderist Agency is basically a one stop shop for marketing your practice and your brand. From logo redesign to a full service marketing plan, the folks at Wonderist have you covered! Go check them out at verydentalpodcast.com/wonderist! Enova Illumination makes the very best in loupes and headlights, including their new ergonomic angled prism loupes! They also distribute loupe mounted cameras and even the amazing line of Zumax microscopes! If you want to help out the podcast while upping your magnification and headlight game, you need to head over to verydentalpodcast.com/enova to see their whole line of products! CAD-Ray offers the best service on a wide variety of digital scanners, printers, mills and even  their very own browser based design software, Clinux! CAD-Ray has been a huge supporter of the Very Dental Podcast Network and I can tell you that you'll get no better service on everything digital dentistry than the folks from CAD-Ray. Go check them out at verydentalpodcast.com/CADRay!  

This year, we're spending time in our storage rooms, like really spending time there. Not just sorting and labeling, but understanding why these spaces become what they become. And if there's one phrase that explains more storage rooms than almost anything else, it's this: “just in case.”. So in this episode, we're pulling apart the “just in case” mindset: where it comes from, why it feels so rational in the moment, and what it's actually costing you. We'll quickly look at the psychology behind keeping things for a hypothetical future, talk about what researchers have found about our tendency to overestimate future need, and I'll share what I see again and again in my work with real clients and what finally helps them let go.In This Episode We Talk AboutWhy “just in case” thinking is rooted in more than practicality The research behind loss aversion and future self disconnection, and how these patterns quietly keep your home (and your head) cluttered Practical ways to have an honest conversation with yourself about what you're really holding ontoMentioned in This EpisodeLoss aversion research by Daniel Kahneman and Amos Tversky: the foundational work on why losses feel twice as powerful as equivalent gains Future self-continuity studies: research showing that many people feel emotionally disconnected from their future selves, treating them almost like strangers when making decisions today The “20-20 rule” from The Minimalists: if you could replace it for under $20 and find it within 20 minutes, it's probably safe to let it goReview full show notes and resources at https://theorganizedflamingo.com/podcast Hosted on Acast. See acast.com/privacy for more information.

You make hundreds of decisions a day. Most of them invisibly. A few of them under real pressure, with incomplete information and no clear right answer. So how do the people who do this for a living like firefighters, surgeons, military commanders, and get it right when the stakes are highest? That's the question Dr. Gary Klein has spent his entire career answering. Not in a lab. In the field. With people whose next call might be life or death. Gary is a cognitive psychologist, a Senior Scientist at MacroCognition LLC, and the Chief Scientist at ShadowBox LLC. He's one of the founding figures of naturalistic decision making, the study of how people actually decide in the real world, under time pressure and uncertainty. He built the Recognition-Primed Decision model, which has been incorporated into Army and Marine Corps doctrine. He created the PreMortem method of risk assessment, endorsed by Nobel Prize winners Daniel Kahneman and Richard Thaler.  He's the author of several influential books, including Sources of Power, The Power of Intuition, Streetlights and Shadows, Snapshots of the Mind, and Seeing What Others Don't, a fascinating deep dive into how insight actually works. Malcolm Gladwell put it simply: "No one has taught me more about the complexities and mysteries of human decision-making than Gary Klein." In this conversation, we get into everything from how Gary personally works through a tough decision to when you should, and shouldn't, trust your gut. We cover the value of first-person expertise, the difference between knowledge and knowing, how to use a pre-mortem, and why more information doesn't necessarily mean better decisions. Then we spend time on AI: what happens when people start outsourcing their thinking, and what might get lost in the shuffle. I also ask him to audit my use of his framework for managing uncertainty  because there's a lot of that going around right now. Some highlights from the episode: 02:35 The White House Situation Room (and why he can't talk about it) 05:17 Writer's block, pen and paper, and how Gary structures his thinking 07:37 Walking through a real decision: the medical scenario 10:53 Intuition: when to trust it, when to question it 13:00 Pattern matching, mental simulation, and the Recognition-Primed Decision model 18:00 The AI concern: outsourcing decisions and eroding expertise 18:42 The pre-mortem: how it works and why Nobel Prize winners endorsed it 22:35 The 80/20 of decision making: build experience and frame the problem 27:12 AI and the younger generation: old fogey worry or real risk? 31:49 Why curiosity about failure is the thing AI can't replicate 33:06 Tacit knowledge: the invisible layer AI can't scrape 39:07 Five sources of uncertainty — and tools for managing them 42:36 Wrapping up: the cognitive dimension and what makes humans indispensable We go from the mechanics of expert decision making to a surprisingly urgent question: in an age of AI, what happens to the skills you never knew you were building? Enjoy!  

The Power of Physical Checklists: Inspired by aviation, Atul Gawande's The Checklist Manifesto, and Daniel Kahneman's Noise, I've been experimenting with printed, physical checklists for repetitive tasks — from producing this show to running one-on-ones. The rigor of writing precise procedures carries over into clearer communication with both humans and AI agents. Small Interventions, Big Returns: A Brother P-Touch label maker. Reorganizing scattered hobby gear. 3D printing organizational tools with a new Bambu Labs P1S. None of these are revolutionary on their own, but the compounding effect of better organization — essentially building a fast index for your physical life — pays back over and over. Context Shapes Focus: Switching from a home gym to working out at Planet Fitness with my brother-in-law was one of the best focus interventions I've made. The change in environment eliminated the procrastination and context-blending that came from being steps away from my computer. If you're struggling with a habit, sometimes the environment is the variable to change, not your willpower. The Reading List: Good Strategy, Bad Strategy by Richard Rumelt (and its follow-up The Crux), The Art of Action by Stephen Bungay (a great framework for thinking about agentic workflows), How to Know a Person by David Brooks, and my top recommendation: 4,000 Weeks by Oliver Burkeman — a book that will help you stop looking for the productivity hack that fixes everything and start thinking about what actually matters. Learning as a Habit: Right now I'm learning to drive a stick shift on a 1983 Bronco. The point isn't the skill itself — it's staying in the beginner's seat. Intentional practice, setting small goals, refining through repetition. Keeping this habit alive is more important than ever when the industry demands rapid adaptation. How I'm Actually Using AI: Claude Code for one-shotting tools with clear boundaries, local environment improvements, and terminal troubleshooting. OpenClaw for experimental agents like a personalized trip planner and Home Assistant automations via YAML. Claude Co-Work for file system management and screenshot organization. Obsidian as the connective tissue — a markdown knowledge base that gives AI agents personal context to work with. And at work, spec-driven development is showing real promise for shaping agent output quality. A Framework for Thinking About AI's Role: I break AI use cases into categories: automating existing workflows (where most gains are today), operational restructuring (what happens when you free humans from a task), execution of complex technical work (agents on the front lines), iterative consulting on intent and goals, and the emerging frontier of exploratory connections and strategic synthesis. What You Should Actually Do: Be action-oriented — the cat is out of the bag. Invest heavily in planning and specification before sending agents off to work. But more importantly, invest in mindful change: understand your own values, figure out who you want to be when you look back on this moment in 10 years, and let that guide your decisions about adoption, learning, and career direction.

A ruthless (and ruthlessly efficient) industry is using digital tools to supercharge one of the world's oldest behaviors. We look at how the industry works, and ask the scam-fighters what they're doing about it.   SOURCES: Kati Daffan, former assistant director at the Federal Trade Commission's Division of Marketing Practices. Marti DeLiema, assistant professor of social work at the University of Minnesota. Mark Frank, professor of communications at the University at Buffalo.   RESOURCES: "Cambodian Scam Tycoon Wanted by U.S. Extradited to China," by Gabriele Steinhauser (Wall Street Journal, 2026). "The Rise and Fall Of Accused Cambodian Scam Kingpin Chen Zhi," by Low De Wei (Bloomberg, 2026). "Protecting Older Consumers 2024-2025," by the Federal Trade Commission (2025). "Meta is earning a fortune on a deluge of fraudulent ads, documents show," by Jeff Horwitz (Reuters, 2025). "Exposed to Scams: What Separates Victims from Non-victims?," by Marti DeLiema, Emma Fletcher, Christine Kieffer, Gary Mottola, Rubens Pessanha, and Melissa Trumpower (Stanford Center on Longevity, 2019). "Why do Nigerian Scammers Say They are from Nigeria?," by Cormac Herley (Microsoft Research, 2016). Thinking, Fast and Slow, by Daniel Kahneman (2013). FTC Fraud Reporting Portal. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The best decision-makers aren't better at deciding. They're better at controlling when, where, and how they decide. It took me twenty years to figure that out. Most people spend that time trying harder: more discipline, more willpower, more resolve to think clearly under pressure. It doesn't work. That's when mindjacking wins. Not through force. Through the door you left unguarded. The answer isn't trying harder. It's building systems that protect your thinking before the pressure hits. By the end of this episode, you'll have four concrete strategies for doing exactly that, and a one-page system you'll build before we're done. And I have something else to share at the end. Something I've been working toward for twenty years. Let's get into it. Why Willpower Fails and Design Works Ulysses knew his ship would pass the island of the Sirens. He also knew the song was irresistible. Sailors who heard it became incapacitated and drove straight into the rocks. He didn't try to be stronger than it. He had his crew fill their ears with wax and tie him to the mast, with strict orders not to release him, no matter what he said when the music reached him. His calm self setting rules for his compromised self. That's the core of everything in this episode. These are called commitment devices. The decision gets made early, when your thinking is clear, before you're tempted to take the wrong path. Studies tracking self-imposed contracts found that when people added meaningful stakes to their commitments, their follow-through nearly doubled. Not because they became more virtuous, but because they'd taken the choice off the table at the moment they were most likely to get it wrong. Stop asking "How do I resist?" Start asking, "What can I decide now, so I don't have to decide under pressure?" Before you can build the right commitments, you need to know exactly where your thinking breaks down. Not decision-making in general. Yours. Finding Your Personal Vulnerability Think back across the last few months. Where did your thinking most clearly cost you? Some people stall. They keep researching past the point of useful information, using "I need more data" as cover for avoiding a commitment they know they need to make. Others make their worst calls at the end of long days. Saying yes when they mean no, because no requires energy they've already spent. Some get caught by urgency. A deadline appears, the pressure closes off their thinking, and they move fast. Only later do they discover the deadline was manufactured to do exactly that. Others walk into a room with a clear position and walk out agreeing with the loudest voice, unable to explain exactly when they shifted. And some defend decisions past the point where the evidence says stop, because stopping would mean admitting something about themselves they're not ready to face. Identify yours. Write it down before we go further. Your primary vulnerability is a design target, not a character flaw. You can't build around something you haven't named. Four Strategies for Protecting Your Judgment Strategy 1: Control When You Decide Every morning I put on the same thing: a black golf shirt, blue jeans, and cowboy boots. Same brands, same routine, no decisions. My wife tolerates it. I've stopped apologizing for it. It's not a fashion choice. It's a cognitive load choice. Your brain has a finite amount of decision-making capacity each day. Every trivial choice draws from the same reserve you need for the decisions that actually matter. What to wear, what to eat, which route to take. Eliminating those choices doesn't just save time. It protects the mental fuel you'll need later. Decision-making capacity isn't flat across the day. It peaks early, when you're rested and fresh. It degrades, measurably, as conditions erode. The same call made at 8 a.m. and at the end of your seventh consecutive meeting aren't equivalent. Same person, different machine. Pull up your calendar from the last two weeks. Look at when your biggest decisions actually happened. For most people, it's not in a calm moment with a clear head. It's in the hallway, on a rushed call, in the last fifteen minutes of a meeting that ran over. That's not bad luck. That's the default you haven't changed yet. Write a standing rule: no significant, hard-to-reverse commitments after a certain hour or after a certain number of back-to-back meetings without a mandatory pause. Hold it like a policy, not a preference. Because preferences are exactly what disappear under the conditions where you need them most. Strategy 2: Build Your Kitchen Cabinet One of the things I credit most for whatever success I've had in my career isn't a framework or a methodology. It's four people. I call them my kitchen cabinet. They've seen my best decisions and my worst ones. They know when I'm rationalizing. They know when I'm avoiding. And they are not afraid to call me out when I'm off the tracks. Here's what surprises people when I describe them. They're not senior executives. They're not peers from inside my industry. They don't work in any organization I've ever worked for. They're a deliberate mix: different backgrounds, different areas of expertise, different ways of seeing the world. One of them has been in my cabinet for nearly thirty years. I trust them completely, and everything we discuss stays between us. That independence is the whole point. The people inside your organization have something at stake in your decisions. Your peers have their own agendas, even when they don't mean to. Your boss has a preferred outcome. None of that makes them bad advisors. It just means they can't give you the one thing you need most when a decision gets hard: a perspective with no skin in the game. Your kitchen cabinet can. Because they have nothing to gain or lose from what you decide, they can ask the question everyone else in the room is avoiding. They can tell you what you don't want to hear. And they'll do it before you've committed, when it still matters, not after the fact, when all they can do is watch. Build yours deliberately. Four to six people is enough. Prioritize independence over seniority. Look for people who will push back, not people who will reassure. And make the relationship reciprocal. You show up for their decisions too. The cabinet only works if the trust runs both ways and the conversations stay private. You don't need them for every decision. You need them for the ones where you're most at risk of fooling yourself. Strategy 3: Write Your Position Before the Room Fills Up I've sat in enough rooms where I walked in with a clear position and walked out having said almost none of it. Not because I was wrong. Because by the time the senior voice spoke and the heads started nodding, my own analysis felt less certain than it did twenty minutes earlier. The brain doesn't just nudge your answer when social pressure arrives. It rewrites your perception. What you saw before entering the room changes to match what the room already believes, before you've consciously registered the pressure. Before any consequential group decision, write down where you stand. Three sentences. What you believe. What evidence supports it. What would genuinely change your mind. A note on your phone is enough. It doesn't need to be formal. It needs to be external, because your memory will quietly revise itself once the social pressure arrives. Those three sentences are a record of what you actually concluded before the room had a chance to work on you. When the discussion moves toward a position, you can then distinguish between "I'm updating because I heard something new" and "I'm caving because the silence is uncomfortable." Without that record, those two experiences feel identical in the moment, and one of them will reliably win. Strategy 4: Assume the Failure Before You Commit In August 2016, Delta Air Lines ran a routine scheduled test of the backup generator at their Atlanta data center. A transformer caught fire. Three hundred of Delta's 7,000 servers, improperly connected to a single power source, went dark. They couldn't fail over to backups. The servers that stayed online couldn't communicate with the ones that hadn't. The entire system collapsed: passenger check-in, baggage, websites, kiosks, and airport displays. Gone. Delta cancelled 2,100 flights over three days. $150 million in losses. Thousands of passengers slept on airport floors. The system had redundancy designed in. The backup had been tested. The specific failure mode, servers with no alternate power connection, was a known vulnerability that nobody had ever stopped to question. A year before the fire, cognitive psychologist Gary Klein, the researcher who developed the pre-mortem, had written a thought experiment describing almost this exact scenario. Imagine, he wrote, that an airline CEO gathered top management and asked: "Every one of our flights around the world has been cancelled for two straight days. Why?" People would think terrorism first. The real progress, Klein said, would come from mundane answers: a reservation system down, a backup that didn't activate, a cascade nobody had traced in advance. Delta built what Klein described. Without running the question that would have found it. The pre-mortem is that question. Before you commit to a significant decision, assume it's six months later, and the decision failed. Not possibly, but definitely. Then ask: What went wrong? What did you know but not say? What did someone sense but find too awkward to raise in the room? "What could go wrong?" produces hedged answers. People soften concerns to preserve harmony. "It failed. What happened?" changes the psychology entirely. You're not being negative. You're being forensic. The things that surface, the concerns that felt impolitic, the risks that seemed too small to mention, are frequently the ones that end up mattering most. Each of these four strategies is a designed defense against the same thing: the systematic capture of your judgment before you notice it happening. That's mindjacking. And now you have four ways to make it harder. But strategies only work if you remember to use them. And you won't remember. Not when you're depleted at 7pm, not when the room is staring at you, not when your identity is on the line. That's not a character flaw. That's just how it works. So we're going to take everything you just learned and put it on one page. A page you'll sign. A page you'll keep somewhere you'll actually see it. Your calm self, right now, is building the system your future self will thank you for. The people who shape outcomes consistently aren't necessarily the sharpest thinkers in the room. They're the ones whose judgment is still intact when everyone else's has degraded. That's a practice, not a talent. The full video and written deep-dive on mindjacking are linked below at philmckinney.com/mindjacking. Your Decision Constitution Remember the Ulysses insight from the beginning of this episode. Your calm self setting rules for your compromised self. That's exactly what this is. A Decision Constitution is one page. Five commitments. Written when your thinking is clear, so the version of you under pressure has something to stand on. Not a to-do list. Not a productivity hack. A contract with yourself. Here's what goes in it. Your Timing Rule. You already know that your judgment degrades as the day runs long. So name it. What are the specific conditions (time of day, number of back-to-back meetings, hours of sleep) that disqualify you from making a high-stakes, hard-to-reverse call without a mandatory pause first? Write that line. Hold it like a policy. Your Pre-Decision List. Think of the situations where you consistently make choices you later regret. The late-day request you said yes to when you meant no. The urgency that overrode your better judgment. Pick three. Write a standing rule for each, specific enough that you can invoke it without having to think. "I don't make new commitments without sleeping on it." That's a rule. "I'll try to be more careful" is not. Your Pre-Meeting Anchor. Before any meeting where a significant decision will be made, you write down where you stand. Three sentences. What you believe, what evidence supports it, and what would genuinely change your mind. Not in the car on the way. Before. That record is what protects your thinking from the room. Your Pre-Mortem Trigger. Name the threshold that makes a decision significant enough to require a pre-mortem. A dollar amount. An impact on more than a certain number of people. A commitment lasting longer than six months. Whatever your threshold is, write it down. Once a decision crosses it, the pre-mortem is non-negotiable. Your Kitchen Cabinet Trigger. Your cabinet is only useful if you engage them before you've decided, not after. So name the conditions that require you to bring a decision to them first. A decision that's hard to reverse. A situation where you have significant personal stakes in the outcome. A moment where you notice everyone around you wants you to decide a certain way. A decision you find yourself avoiding thinking about clearly. Any one of those is enough. Two or more is non-negotiable. Now print out your decision constitution. Sign it. Put it somewhere you'll actually see it before the moments that count. This is your Ulysses contract. Your clear-headed self, right now, is setting the terms your compromised self will have to honor when the pressure is real, and the easy path is pointing the wrong way. Closing That's Part 2 of the Thinking 101 series. Fifteen episodes. If you've been here from the beginning, you've built something real. The series has been running for 21 weeks. The show behind it has been running for 20 years. And how we got here traces back to a single conversation. Twenty years ago, a mentor of mine, Bob Davis, gave me a challenge I couldn't shake. I'd asked him how I could ever repay him for what he'd done for my career. He laughed and said I couldn't. The only option, he said, was to pay it forward. That's why this show exists. That's why it has always existed. The show was called Killer Innovations because that's what felt right in 2005. Bold, a little provocative, built for a moment when podcasting was brand new, and nobody knew what it was supposed to be. Tens of millions of downloads later, we're still here. We have regular listeners in more than 50 countries. Some of you are younger than the podcast itself. But somewhere along the way, the show became something more specific. It stopped being about innovation tips and started being about the innovation decisions that actually shape outcomes. About the patterns underneath the decisions. About the skills that matter most when the pressure is real. On March 23rd, the show's 20th anniversary, we're making major changes. The podcast. The YouTube channel. All of it. And if you have thoughts about where we've been or where we're going, I want to hear them. There's a contact form at philmckinney.com. Send me a note. I'll see you on the 23rd.   Endnotes  "their follow-through nearly doubled": Gharad Bryan, Dean S. Karlan, and Scott Nelson, "Commitment Contracts," Yale Economics Department Working Paper No. 73 / Yale University Economic Growth Center Discussion Paper No. 980 (October 23, 2009). https://ssrn.com/abstract=1493378. The research draws on Karlan and co-founders' development of StickK.com, a commitment contract platform launched in 2008 at Yale. Platform data consistently shows that users who add meaningful stakes — financial or reputational — to their commitments achieve their goals at roughly double the rate of those who don't. The underlying mechanism was established in Karlan's earlier field research in the Philippines: Nava Ashraf, Dean Karlan, and Wesley Yin, "Tying Odysseus to the Mast: Evidence From a Commitment Savings Product in the Philippines," Quarterly Journal of Economics 121, no. 2 (May 2006): 635–672. doi:10.1162/qjec.2006.121.2.635. https://academic.oup.com/qje/article-abstract/121/2/635/1884028. Pre-commitment works not by increasing virtue but by removing the decision from the moment of temptation. For accessible application, see Ian Ayres, Carrots and Sticks: Unlock the Power of Incentives to Get Things Done (New York: Bantam, 2010), ISBN 978-0-553-80763-9. https://www.penguinrandomhouse.com/books/6794/carrots-and-sticks-by-ian-ayres/.   "a finite amount of decision-making capacity each day": Roy F. Baumeister, Ellen Bratslavsky, Mark Muraven, and Dianne M. Tice, "Ego Depletion: Is the Active Self a Limited Resource?" Journal of Personality and Social Psychology 74, no. 5 (1998): 1252–1265. doi:10.1037/0022-3514.74.5.1252. https://roybaumeister.com/1998/03/16/ego-depletion-is-the-active-self-a-limited-resource/. Also see Roy F. Baumeister and John Tierney, Willpower: Rediscovering the Greatest Human Strength (New York: Penguin, 2011). Baumeister's strength model of self-control proposes that willpower, decision-making, and self-regulation all draw from a single, depletable resource — what he termed "ego depletion." Subsequent work has debated the precise mechanism, with some researchers arguing the effect is motivational rather than metabolic. The practical implication, however, is consistent across studies: decision quality degrades as the day progresses, and the effect is most pronounced for complex, high-stakes choices. For a summary of the current scientific debate on the mechanism, see Michael Inzlicht and Brandon J. Schmeichel, "What Is Ego Depletion? Toward a Mechanistic Revision of the Resource Model of Self-Control," Perspectives on Psychological Science 7, no. 5 (2012): 450–463. doi:10.1177/1745691612454134. https://pubmed.ncbi.nlm.nih.gov/26168503/.   "It rewrites your perception": Gregory S. Berns, Jonathan Chappelow, Caroline F. Zink, Giuseppe Pagnoni, Megan E. Martin-Skurski, and Jim Richards, "Neurobiological Correlates of Social Conformity and Independence During Mental Rotation," Biological Psychiatry 58, no. 3 (August 1, 2005): 245–253. doi:10.1016/j.biopsych.2005.04.012. https://pubmed.ncbi.nlm.nih.gov/15978553/.  This fMRI study at Emory University extended Solomon Asch's classic conformity experiments by imaging participants' brains as they conformed to or resisted incorrect group answers. The key finding: when participants went along with the group, the activity appeared not in the prefrontal cortex — the seat of conscious decision-making — but in the occipital-parietal network responsible for visual and spatial perception. In other words, participants who conformed weren't consciously deciding to lie; the group had altered what they actually perceived. Standing alone, by contrast, activated the amygdala, a region associated with emotional distress — consistent with the experience of social dissent as genuinely uncomfortable rather than merely inconvenient.   "Three hundred of Delta's 7,000 servers": Yevgeniy Sverdlik, "Delta: Data Center Outage Cost Us $150M," Data Center Knowledge, September 8, 2016. https://www.datacenterknowledge.com/outages/delta-data-center-outage-cost-us-150m.  Also see W. H. Highleyman, "Delta Air Lines Cancels 2,100 Flights Due to Power Outage," Availability Digest (September 2016). https://availabilitydigest.com/public_articles/1109/delta.pdf. On the morning of August 8, 2016, a fire triggered during a routine backup generator test at Delta's Atlanta data center caused a transformer failure. Approximately 300 of Delta's 7,000 servers were improperly connected to a single power source with no alternate feed, and when that feed failed, those servers went dark. Because those servers couldn't communicate with the rest of the system, the entire network collapsed. Delta cancelled roughly 2,100 flights over three days, leaving an estimated 250,000 passengers stranded. Total losses reached $150 million.   "cognitive psychologist Gary Klein, the researcher who developed the pre-mortem": Gary Klein, "Performing a Project Premortem," Harvard Business Review 85, no. 9 (September 2007): 18–19. https://hbr.org/2007/09/performing-a-project-premortem.  Klein developed the pre-mortem method over several decades of applied research in naturalistic decision-making. The technique asks teams to assume, before committing to a plan, that the plan has already failed — definitively, not possibly — and then work backward to identify causes. Klein's research found that this reframing dramatically increases the willingness of team members to surface concerns they would otherwise suppress to preserve group harmony. The method has since been endorsed by Nobel laureates Daniel Kahneman and Richard Thaler as a practical tool for reducing overconfidence in planning. For Klein's broader framework of naturalistic decision-making, see Gary Klein, Sources of Power: How People Make Decisions (Cambridge: MIT Press, 1998). https://mitpress.mit.edu/9780262343251/sources-of-power/. 

Clay explores Daniel Kahneman's book Thinking, Fast and Slow, unpacking the cognitive biases that quietly shape our investment decisions. While markets often appear to be driven by data and logic, our decisions are frequently influenced by intuition, emotions, and mental shortcuts we don't even realize we're using.  IN THIS EPISODE YOU'LL LEARN: 00:00:00 - Intro 00:04:15 - Why temperament matters more than IQ in investing 00:11:10 - The difference between System 1 and System 2 thinking 00:16:01 - How cognitive substitution leads investors to answer the wrong questions and unknowingly ignore the more important questions 00:38:08 - How loss aversion shapes investor behavior during drawdowns and market volatility 00:54:01 - Clay's updated views on Constellation Software Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences. BOOKS AND RESOURCES Join the exclusive ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TIP Mastermind Community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to engage in meaningful stock investing discussions with Stig, Clay, Kyle, and the other community members. Learn how to join us in Omaha for the Berkshire meeting ⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠. Daniel Kahneman's book: Thinking Fast & Slow. Sequoia Fund's 2025 year-end letter. Follow Clay on ⁠⁠X⁠⁠ and ⁠⁠LinkedIn⁠⁠.  Related ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠books⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ mentioned in the podcast. Ad-free episodes on our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Premium Feed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. NEW TO THE SHOW? Get smarter about valuing businesses in just a few minutes each week through our newsletter, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Intrinsic Value Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Check out our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠We Study Billionaires Starter Packs⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Follow our official social media accounts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠X (Twitter)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Browse through all our episodes ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Try our tool for picking stock winners and managing our portfolios: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TIP Finance Tool⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Enjoy exclusive perks from our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠favorite Apps and Services⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn how to better start, manage, and grow your business with the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠best business podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. SPONSORS Support our free podcast by supporting our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: HardBlock Human Rights Foundation Simple Mining Netsuite Masterworks Shopify Vanta Fundrise References to any third-party products, services, or advertisers do not constitute endorsements, and The Investor's Podcast Network is not responsible for any claims made by them. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm

What if the thing shaping almost every decision you make is happening quietly — without you realizing it? John breaks down a powerful idea from psychologist and Nobel Prize winner Daniel Kahneman: there are two selves at play — the experiencing self (who lives life moment-to-moment) and the remembering self (who tells the story and makes most decisions). When those two don't agree, you can end up living a life that looks “right” on paper… but still feels empty inside. MENTIONED / LINKS (Daniel Kahneman – Nobel Prize) Nobel Prize profile (2002, Economic Sciences): https://www.nobelprize.org/prizes/economic-sciences/2002/kahneman/facts/ Daniel Kahneman (Wikipedia): https://en.wikipedia.org/wiki/Daniel_Kahneman Thinking, Fast and Slow (book): https://en.wikipedia.org/wiki/Thinking,_Fast_and_Slow PRACTICAL TAKEAWAYS (2-QUESTION FILTER) Before a major decision (work, love, moves, commitments), ask: “How does this feel in my body right now?” “When you look back on this in 5 years, will I be glad I did it?”

What is the most you'd pay for lunch? What about baby formula? What about an uber home when your battery is on 1%? Those numbers will be different depending on your mood, location, and personality. Dynamic Pricing is a way for companies to exploit us out of the most possible money, by creating a personalized "profile" they can use to manipulate you into more profits. This is a form of priming that we all need to pay attention to. Watch: RONAN FARROW ON DYNAMIC PRICING. “The world makes much less sense than you think. The coherence comes mostly from the way your mind works.” - Daniel Kahneman, Thinking Fast and SlowPriming on very well mind: https://www.verywellmind.com/priming-and-the-psychology-of-memory-4173092 Youtube Video on Priming: https://www.youtube.com/watch?v=onSJvUgBG38Pete Holmes on Self-Priming https://www.tiktok.com/@unconquerable_life/video/7547849798762663198Wiki Priming: https://en.wikipedia.org/wiki/Priming_(psychology)Read a few episode scripts on Julie's Medium Blog.SUPPORT JULIE (and the show!)DONATE to the Palestinian Children's Relief Fund AND THE Sudan Relief FundGET AN OCCASIONAL PERSONAL EMAIL FROM ME: www.makeyourdamnbedpodcast.comTUNE IN ON INSTAGRAM AND YOUTUBESUBSCRIBE FOR BONUS CONTENT ON PATREON.The opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. Support this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.

How do you naturally prime yourself for your day? Brushing your teeth to feel refreshed, playing hype music to get in a better mood, opening windows to let in fresh air. These are all forms of priming that affect how our mind feels going into things. We associate familiarity with ease. What do we do when people use priming with negative intentions?"Start by cultivating environmental awareness. Look around your workspace, your living room, and your digital feeds. What are they priming you for? Does your phone's home screen, filled with news and social media apps, prime you for distraction and outrage? Does your desk, cluttered with unfinished tasks, prime you for anxiety? You have the power to curate your environment." - madeupmind.org “The world makes much less sense than you think. The coherence comes mostly from the way your mind works.” - Daniel Kahneman, Thinking Fast and SlowPriming on very well mind: https://www.verywellmind.com/priming-and-the-psychology-of-memory-4173092 Youtube Video on Priming: https://www.youtube.com/watch?v=onSJvUgBG38Pete Holmes on Self-Priming https://www.tiktok.com/@unconquerable_life/video/7547849798762663198Wiki Priming: https://en.wikipedia.org/wiki/Priming_(psychology)Read a few episode scripts on Julie's Medium Blog.SUPPORT JULIE (and the show!)DONATE to the Palestinian Children's Relief Fund AND THE Sudan Relief FundGET AN OCCASIONAL PERSONAL EMAIL FROM ME: www.makeyourdamnbedpodcast.comTUNE IN ON INSTAGRAM AND YOUTUBESUBSCRIBE FOR BONUS CONTENT ON PATREON.The opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. Support this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.

“The world makes much less sense than you think. The coherence comes mostly from the way your mind works.” - Daniel Kahneman, Thinking Fast and SlowPriming on very well mind: https://www.verywellmind.com/priming-and-the-psychology-of-memory-4173092 Youtube Video on Priming: https://www.youtube.com/watch?v=onSJvUgBG38Pete Holmes on Self-Priming https://www.tiktok.com/@unconquerable_life/video/7547849798762663198Wiki Priming: https://en.wikipedia.org/wiki/Priming_(psychology)Read a few episode scripts on Julie's Medium Blog.SUPPORT JULIE (and the show!)DONATE to the Palestinian Children's Relief Fund AND THE Sudan Relief FundGET AN OCCASIONAL PERSONAL EMAIL FROM ME: www.makeyourdamnbedpodcast.comTUNE IN ON INSTAGRAM AND YOUTUBESUBSCRIBE FOR BONUS CONTENT ON PATREON.The opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. Support this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.