L.O.G. 139 F That Guy
with Brian Marren, Greg Williams
Listen & Watch
Summary
The Human Behavior Podcast: L.O.G. 139 F That Guy
In this engaging and insightful episode of "The Human Behavior Podcast," hosts Brian Marren and Greg Williams tackle the pervasive and often destructive "F that guy" mentality. This colloquial phrase, which can also apply to "F that girl" or "F that person," describes a moment of extreme dismissal where one ignores facts, disregards another's input, or acts impulsively, leading to significant negative consequences.
Greg and Brian illustrate this concept with vivid examples from law enforcement – a new officer escalating a low-danger arrest into a brawl, and an impatient officer smashing a barrel through a window without a confirmed warrant – highlighting how impatience and personal biases corrupt decision-making. They connect this impulsivity to heuristics (mental shortcuts) and stereotypes, explaining how corrupted or unchecked "file folders" of past experiences can lead to poor judgment. The discussion also touches on everyday scenarios, such as an impatient shopper abandoning their groceries, or dangerous driving fueled by a sense of entitlement and a packed schedule.
Ultimately, the hosts emphasize the critical importance of "tactical patience" – the capacity to accept or tolerate delays. They argue that slowing down, being present, and focusing solely on the immediate situation rather than external stressors allows for better sense-making, problem-solving, and de-escalation. By controlling one's own internal triggers and understanding that time is relative, individuals can make more rational decisions, increase their performance, and avoid catastrophic outcomes.
Key Takeaways from the Discussion:
- The "F that guy" mentality is a destructive emotional response that leads to immediately dismissing information, people, or facts, often with severe negative consequences in various situations from law enforcement to daily life.
- Impatience often stems from a sense of entitlement and corrupted heuristics. Believing one is above waiting or knows better than others can override rational thought and established protocols.
- "Tactical patience" is crucial for effective human performance. It involves intentionally slowing down, focusing on the immediate situation, and managing internal emotional triggers to avoid impulsive and potentially dangerous actions.
- Viewing every situation as a "crime scene" (metaphorically) enhances situational awareness. This mindset encourages proactive observation for "pre-event indicators" and provides valuable time and distance to make informed decisions.
- Controlling one's own reactions is the most significant factor in managing complex situations. By eliminating extraneous information and external stressors, individuals can de-escalate their own psychological and physiological arousal, improving their ability to sense-make and problem-solve.
Transcript
Alright, well, good morning, Greg. Hopefully, I can stay on track today. Just letting you know, it's two nights in a row with only about three hours of sleep, waking up at that 1:00 AM time. Dr. Eric Forum would be against us for saying sleep is overrated. So neither of us have very good sleep behaviors.
Well, I don't know. I have been on point for a while now. I've been doing well, and then every once in a while you get one, and then when you get a couple nights in a row is when it gets rough. So it's a Friday morning when we're recording this, and if I don't... it's already the end of the week after all the stuff we've been doing, then you know, two nights in a row with about three hours of sleep. So you know what we need? We need a couple of Rip-Its. We should, on Friday. Remember the little...
Yeah, yeah!
So we need a couple of those. The only problem is that our urine will turn whatever color the flavor of the Rip-It is.
Yes, almost immediately.
Yeah, it's like asparagus, you know, the asparagus aftereffect. So maybe we need a Rip-It, Brian.
Yeah, that would be a perfect sponsor. I was just saying, that'd be a perfect sponsor for this podcast, and it would just be, if you know, you know, exactly. We're not going to describe it, you go do your own research. So hilarious.
For today's episode, we're kind of calling it, you know, "F This Guy." And you can also use "F that guy or girl or person," but it's colloquially known as "F that guy" or "F this guy." And what we mean by that is different situations that occur from the point of someone is, you know, you someone makes a statement, does something, says something, you're in progress in a situation, right? And you go, "You know what? F this guy." And you continue doing whatever you're doing. You write that person off, you don't listen to what they say, you don't pay attention to the situation. And there's, you ignore facts to the contract. Exactly. So there's many situations where this occurs. So I'll throw to you to kind of give us an example, if you will, I guess, of a time or a situation where we go, someone goes, "You know what? F this guy."
Yeah, so I'll give you two brief ones, and everybody will infer from those. Listen, in the legal realm, every time you say "F this guy," it turns into case law that's not going to be complimentary to the law enforcement community or police, right?
So I'll give you two very brief ones. One that was just not too long ago, we had information that this person that had a warrant was going to be in this place. The warrant had never been successfully executed because this person always reads minds. He's just never going to be there. So we show up at the location, we do some surveillance and counter-surveillance, and sure enough, the person is in the house.
So what we don't want to do is we don't want to upset the apple cart and make a big hoorah out of it. We want to go, "Hey, you know, we're all here, we're not leaving, we know he's in there." Let's go. There's a very new officer that's just to my left, and there's a screen door. And the guy that's opening the screen door, I'm negotiating with him. We see the person, and there's a very, very low level of danger at this point. Everything is going wavy gravy. And this young kid is just vibrating, he's like a tuning fork. And I'm doing the Father Flannigan, "You get what I'm saying? Hey, we need to come in, we're going to talk. We see him, we can come in if we want to. We don't have to wait for your permission because I see the guy. He's the one with the felony warrant."
And this kid gets all of a sudden to this vibration point where he says out loud, "F this guy!" Pushes me out of the way, grabs that guy off the porch. Brian, it's on.
Yeah, it's on like Donkey Kong, yeah, the old saying.
And now there's a brawl, and it's a fight, and the handcuffs are coming out, and the spray, and the lady in the kitchen screaming. Didn't have to go that way. It was just a couple of minutes from going great.
Okay, so I'll throw one more. Just to give you this basis. We're in a completely other place, and it's about, well, now it's got to be about 35 years ago. And there's an impetuous copper, and we're doing surveillance on this place, and we're watching, and watching, and watching. And the activity's coming, and the activity's coming, and we're waiting for the warrant. So back then, you had to make sure that you sent somebody for the warrant, and the person had to have an affidavit from the other officers swearing to the information. We didn't have the stuff now where you can call up on a phone and talk to somebody.
So all of a sudden, we see this slow roll on one of the surveillance cars. And the surveillance car is picking up speed, picking up speed, and we're going, "What does he know that we don't know? Why is he not communicating?" So he pulls up in front of the crib, grabs a 55-gallon drum, one of those ones that they use for a fire pit, you know what I'm saying, that people stand around. Does the flip and caber toss, you know, does the swinging it around, and right through the front window of the house, and he's in. We had no idea what's going on.
Well, he had heard that the guy was on the way back from the court, didn't even understand whether the warrant had been signed yet or if it had been authorized, and he was so impatient. Now it's on. Well, people are jumping out of windows, there's shots being fired, you get what I'm trying to say. All the other vehicles are rolling because they're going through the frequency list, thinking that they missed something. But both of those, just before that person started that role, was "F this guy, Brian." And I'm telling you, I hear it all the time. I hear it on a traffic stop, I hear it during interruptions, and it always leads to no good. It always leads to bad, bad, bad policy.
The second story, I think we could do a whole another podcast on. I have so many questions on that one, but we were all like this (mimics open mouth), and the vehicle was rolling up on the house. I know everyone's, most people are just listening, but my mouth was literally on the floor as you're telling that. Like, that's a novel way to gain entry into a home or to get someone's attention.
No waiting for the SWAT team, no waiting for the ram. You on your own, do you get what I'm trying to say?
So any...
Yeah, I...
And that's kind of, everybody listening that knows me knows who that officer is, and that's why I can't go deeper. So, and I'll keep mine as anonymous as possible as well. But I always take the "F this guy" from we do that with our own team members or on people we work with, right? And so I've heard that before where something came over the radio and it was, "Hey, hold your position there, we got to do blah, blah, blah." And literally, someone say, pick up, pick up the, you know. But before he called back, said, "Hey, F that guy, he doesn't know what the hell he's doing." And then he went ahead and rolled right into some really, really bad situation that, thankfully, didn't end up catastrophic for us. But just because he personally didn't like that individual, didn't think they were part of the cool guy club, didn't think this, that, or the other thing, completely wrote them off, right, by saying, "F that guy." And that's kind of the major point I want to hit first.
I love it. But first, make sure that you say, in each of the incidents that we talked about, that term was the beginning of the end of everything that happened. Every other factor but that term, everything from that point on went horribly wrong. It was sour, right? It was, it was bad. It changed the situation to a very, very bad one, right?
But the idea is when you do that, right, that when you hear that and somebody says, "You know what, F that guy," that means you've completely, you've written off what they've said, that that person no longer has any value to you, right? When you say that about someone or to the others in your orbit, or, and you start to affect those in your organization, especially if you're in a leadership position.
Yep.
But once you write someone off, it's hard to get that back. And I look at this in a way of how you, I've seen you sort of cognitively disarm people, in a sense. Meaning, and not to make fun of the whole "gray man" thing, we can spend a whole episode doing that. But the idea is, I've seen you, you're a big, loud, gregarious guy that, you know, you're gonna, there's no way you can just kind of hide out and have no one see you.
Right, right.
So you take the opposite approach sometimes with people by disarming them, and you look like the buffoon. You're dropping stuff, you know, "Oh, man," you spill. I've seen you spill stuff on yourself, on purpose and not on purpose. But, and what people, I've seen that from people where they're looking at you, eyeing you up, and then once you do that, they like roll their eyes and do the, "You know, F that guy." Well, once that person does that, now you're in close. They don't ever see you as a potential threat. They don't ever see you as more than just some bumbling idiot. And they're not going to take anything you do seriously. So that actually allows you freedom of movement. You now gained access to that person, that place, whatever the situation is.
So I, I want to make sure, kind of psychologically and sociologically, what you're doing when you say, "F that guy" or "F that girl" or "They don't know what the hell they're talking about, I'm going to go ahead and do it my way." Once you do that, it's hard to get back. Like, you're always going to look at that person that way, even if they're right, you know what I'm saying? So, so I just kind of want to start...
No, and I think you'll never get it back. Here's the thing: in the two instances that I talked about, both of those had catastrophic consequences. Not from the death or dismemberment or injury, but to the lawsuits that followed, to the irreparable harm done to, for example, you enlist the aid of other agencies. You're on this surveillance for a good long time, waiting for the warrant. You've got sufficient probable cause, you've got the teams on standby. And all of a sudden, you drive up in your unmarked and say, "It's on." You don't have that, right?
And remember, patience is the capacity to accept or tolerate delays, and there are delays everywhere in our lives, right? So how many times have you been standing in a checkout line somewhere? We all still do it, no matter even if they're self-checkout, you're standing in a self-checkout line now, right? And you're standing there, and you see somebody with just an armload of stuff, and you go, "Hey, man, go ahead of me."
Okay, I've done that. Yeah, I've done that.
Yeah, yeah, yeah. And so dog and I, on Sunday, we're doing the exact same thing. We're going to go fishing up at, at the res. You saw the photos of that. And so we had just a couple of things that we wanted to do, and we were standing there, and the one person behind it said, "Milk." So you're thinking, "Milk, early Sunday morning, oh, man, the kids, yeah, kids are waiting for pancakes." So the person behind them now, Shelley and I turn, and we've got only four items. This person has one. We let ahead. The next lady has two, and she gives us the flipping stink eye. And we're like, "Hey, we let one. I mean, we can't be the revolving door and let everybody, you know. We've shown empathy, we've done that, we've demonstrated that we have the capacity for that." And right out of her mouth, "Well, F this," which is in the same lane, same around as "this guy." And she set her stuff down and walked out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the contrary is also true: that you have a high opinion of yourself, and you think that you're entitled. "I can make a better decision right now. I don't have to wait for further information." And guess what? That's the precursor. Now we're getting there. So I want to talk about tactical patience in a minute.
But I think what we need to do, let's describe for people that don't follow us all the time, a heuristic is very simple. A heuristic is a tactical shortcut, just enough information to draw a reasonable conclusion. Comes a long time ago from the Greek, very old, very Greek, that's where we get Arcadia, to discover something for yourself. And once you've discovered it for yourself, you build what Brian's calling a file folder. You have a manila file folder with a little header on it, and it's things that make me mad, things I like, why pickles blow, whatever it is. And in all your life, you take these notes, mental notes, and you put them in there, and it goes all over the courtesies of your brain. So you have instant recall on any of those file folders. If you have a corrupt file folder, it'll come up just as fast as an uncorrupted file folder, and that's why you got to weed those out and build new ones. Cool thing about file folders is, I can hand Brian my file folders through a story, and Brian is just as into it and can draw from that information as if he attended the event that I'm writing about.
So to that I would add, and I just wrote this down as well, a stereotype. So most people right now, they're going, "Oh, here we go." Look, stereotypes are almost always true. Do your research. Heuristics are almost always exactly true. A stereotype is a survival mechanism that your psychological self does to (1) reduce calories, and (2) make sense quickly of an ambiguous environment. So you hear a car backfire, and immediately you go, "Wow, that was a loud, scary sound that was very near me." "Oh, I see a puff of smoke coming from the car." And I'll give you a heuristic that's also a stereotype and why they work.
So your television channel changer doesn't work. So what you do is you set your television channel changer down, you take an axe, and you break your plasma screen TV. You cut into the wall and you start searching for the gnomes in your wall that are interrupting your service with their little metal helmets. Listen, nobody does that. You look and you go, "What, must be the battery." And you go change the battery. Those are the heuristics and the stereotypes that keep us going, Brian. You don't put a lot of thought into them because you've seen stuff that's similar to those before.
Had some similar experience. Yeah.
And it helped inform you. You've, you've created some sort of baseline, some sort of file folder, some known prior, selected prior, great term for that. Where I said, "Okay, this thing isn't working, it's likely the batteries." Right? And then, you know, when you would then check and go, "Wait a minute, I just replaced the batteries yesterday." Now you're going to go on to the next likely... "Wait a minute, is the remote broken? Is the IR thing covered up on the TV? What are the other options?" Right? And it's all based on your past experience and how well you can look at the problem you're trying to solve and come up with likely scenarios or likely reasons for why there is a problem.
So, so, so add to that, add to that the other side of that same coin, the corrupt one. So the lady on Sunday had a corrupt file folder. Her plan was, "I'm going to drive all the way into the town, because we live in the middle of nowhere. I'm going to go to this store, one of the two stores in town, and the only one open at this time. I'm going to go and grab those items, and I'm going to stand in line." But when faced with the external stressor of knowing that there's two people in front of me, that I'm now third in line, and that nobody's going to give me any kind of edge or advantage over the other people, I say, "F it." All the planning and all the work wasn't worth it, and I throw it away, and I walk out.
Oh, I see. Yeah, I see.
So you showed us, you showed us. Listen, those types of emotional, negative emotional attachments to that situation are exactly what you're talking about. Because what you did is you kicked the chair out of any other leader that said, "Okay, gents, we're going to do this by the book. We're going to follow, we're going to do all that other stuff." Now what you said to use your favorite term, we'll just have a willy-nilly approach and just let anything go.
Yeah.
And it's horseshit.
Yeah, it really is.
Right. And you can get somebody hurt, and you can make yourself look like a boob in the long run.
So this kind of gets into like heuristics and cognitive biases, right? When we do that, because it's almost like it's a, it's a heuristic, but it's like a bad one. It's a corrupt failure.
Yeah, it's a failed one, right?
So, so you're looking at the situation, maybe you know something about this person. You already have a low opinion of them, even if they're part of your own team, right? So, you haven't taken the time to bring them up to speed. You're just going to not tolerate them because they're, whatever the situation is, or whatever you think of them. So you're obviously letting your own biases get in the way. And then when they come in and say, "Hey, wait a minute, what about this?" It's, "F that guy, he doesn't know what he's talking about," or "She doesn't know what she's talking about," that kind of thing. And so you're, you're, you basically, I would say, have like a corrupt file folder, and your own biases are getting in the way. And just like you stated, every time I've seen that happen, things don't go well afterwards. They really, really don't. So let's kind of crack that open a little bit. Whether it's your police examples, or I love the woman who just set her stuff down. Clearly, she's got all kinds of emotions you didn't just cope with that. You can't cope with a person with a gallon of milk going in front of you because they have one on a Sunday morning, for the love of God. On the Lord's Day!
Exactly. So we've, I think, sufficiently designed or described what patience is, to the point that we understand that patience is a virtue. I don't want to quote somebody else, but patience is an essential part of humans interacting with humans.
I would say it's an essential part of human performance.
Yeah, it's a human performance. That's a great way of putting it. We also have entitlement. And you said just a moment ago, and I wrote it down, you said that you have a low opinion of the people around you. I would say the