L.O.G. 226 What is Situational Awareness

Alright, Greg, we'll go ahead and get started today. Busy week, and we're going to be on the road next week, and we've got other stuff lined up. Thank you. I just want to start out by thanking all of our listeners. We appreciate it. We've got a nice little growing audience. Please reach out to us if you have any questions, or share some of the episodes with your friends. We do appreciate those of you who've been reaching out and giving us feedback on some of the episodes. It's been great and allows us to talk about things that you all want to hear. So, I want to make sure I should give a shout-out to our listeners because we just jump into things and go, and go, and go, and sometimes forget that people are actually going to be listening to us. They're just not on the call right now.

But the idea is today we're talking about what a lot of people talk about now, and it's called situational awareness or situation awareness. This is a topic that we talk about and we teach, but in a much different manner in which it's grown to today, which is kind of interesting. I wanted to briefly hit up this term, and we'll give our definition of the term, which falls in line with what the standard definitions really are. But this is something, a term that, even though it's been around for a really long time, it really wasn't starting to be used until about a hundred years ago or so, specifically in the military with pilots. A pilot has to have situation awareness within his environment to fly the plane, but it's also interacting with machines while it's doing that, so there's a — it gets a little bit more complex.

Then, as you kind of move forward, John Boyd really hit on situational awareness with his OODA Loop. I think you could probably call SA the first part of that OODA Loop: observe, orient, maybe even decide. But he kind of hit on that and still stayed in sort of the pilot community and then the computer industry. So that's sort of where it's at, and then all the way up until literally the 80s and 90s when a lot of folks really started studying it. I know you had — that's when you were doing it too — and had your version and your six domains for the comprehension part, which we'll talk about.

But the idea is, I'll put some links up in the episode details. There's some great stuff that really got started with different human factor studies, specifically within the Air Force, and this Dr. Mika Endsley. She was the chief science officer for the Air Force, and she kind of did these human factor studies for people to understand how to interact better with machines, right? And then other people, and what she said is, "Situational awareness is the perception of the elements in the environment within a volume of time and space, the comprehension of their meaning, and a projection of their status in the near future." That has been out there. She kind of wrote that down in her stuff, but that was sort of the term at the time, already established.

I just mentioned her because there are other people who really did a lot of groundbreaking research. And then along with folks even like on our Advisory Board, Dr. Joan Johnson, doing the human factor stuff with the Tactical Decision-Making Under Stress with the USS Vincennes attack, I mean, everyone's in the same orbit of what they're talking about because it's decision-making. But before you can make a decision, you have to sense-make. And in order to sense-make in your environment, you have to understand what it is that you're seeing. So there has to be some perception, there has to be some recognition, and then there has to be the most important part: so what the hell do I do with all this information?

That gets into mental models, and then I run into something called barriers to situational awareness, things that get in my way, which are the limits of cognitive performance. This is what all these folks were finally really trying to study and put down on pen and paper and put some terms to it. You can go back and read because they were even trying to figure out, "Well, what do we call this? Is that situation understanding or is it awareness? What's the difference?" We talk about elements in the environment, and some of them even made it simple: they're just, what, the third thing was "things in the world." You know what I mean? I actually really like that because it's so simple. It's like, look, there's stuff out there, and that affects how you process information and what you process.

So there's a lot to unpack here, and I think it's important because you were one of the pioneers of this in that same time frame, and you weren't doing it in a lab, you weren't doing it in a controlled environment, you were doing it on the street, but taking into account the science behind it and where this came from. So I just wanted to at least start the conversation there, Greg, and then you can give your definition of situational awareness, and we can kind of go from there, I think.

Yeah, and the meat and potatoes will be that definition when it builds out to practical application. But I want everybody to listen for a minute and understand that the definition that Brian gave, it is an amalgam of all the greatest thinkers of that time saying, "No, change this. No, add that." The murder board was really essential to making that. So you got John Boyd, and John Boyd says, "Look, this is an understanding of the environment and its elements and how they change in space-time," which was brilliant. So that's his observe, orient. And that is the foundation, the fundamental necessity for his decision.

So we went a different way. We said, "Well, it's sense-making," and that problem-solving, and the problem-solving drives the decision. The Air Force pilot said — and this is why we rely so much on NTSB in our training and some of the stuff that we do, Brian — is because they use all science all the time. Think of the artificial horizon. Why was the artificial horizon built? Because people weren't aware of where the ground was in respect to where they were flying in the events that they were using instruments only. Do you see what I'm saying, which drives the computer out of it? So the technology added a level that took your awareness away from where you were spatially.

So, so go ahead and let me, let me sort of ask you this. You said sort of the, the we, we took the observe, orient, and then the sense-make, problem-solve to get to the decision. Exactly. But, and here's, let me ask you this, but here's why I think that's important when it came to John Boyd: he was a fighter pilot, and he was alone in the cockpit. Yeah, but although he was talking about all these great complex scientific topics, it was within that context that he came up with that. Well, here's the thing, when you're getting to the D, the decision part, and you're a fighter pilot, there's a finite list of decisions. There's only so many things because there's only so many things that can happen. When you're out of that situation and you're just out in your environment, the complexity level increases, the number of things that can happen, the uncertainty increases, the ambiguity increases because when you're in a cockpit as a fighter—

I go a different way. It's not, it's not, it's less ambiguous than it is when you're on the street interacting with someone. But we also had the difference, the reason we knowingly and deliberately diverged was because we weren't traveling at Mach 2. We didn't have an earlier on our vehicle, didn't drive our decision-making. Our platform wasn't in charge of the response. So Boyd's stuff is wonderful, and it's ingenious, but it's like being a swimmer, okay? You're the only person that matters when you know the gunshot fires and you jump into the pool, it's you against everybody else. That was Boyd, and so Boyd was trying to capture what was going on and how he thought that you could out-think an opponent.

Well, we did the same thing, Brian, but the problem was that our stuff was chasing somebody through the backyards at night with a flashlight and a handgun and trying not to get killed or kill an innocent. So, they had to anticipate which one was going to be dangerous and which was less ambiguous. So, the idea is that situational awareness is important for effective decision-making in so many different fields, and that's why there's got to be a standard definition. But that's why it's also got to deviate when it comes to stuff like human behavior and human performance. So, for example, in human behavior, human performance, and if you've got a pen, start writing, folks.

The first thing is anticipation. You have to anticipate what's likely to occur in certain situations. That's how we build file folders, and we'll go in a little bit deeper. Let me give them topically first. Then the second thing is perception. You observe an incongruent signal or an anomaly or a cue. Then the third thing is recognition, that it is in fact a cue or an anomaly or a situation that needs your attention, meaning attending to it. Then comprehension, which is weighing that anomaly, knowing that it is in fact an anomaly, and weighting the significance against the operational baseline you're in, because baselines change. And then finally, the projection, what do I do?

If you started with projection there—

No, no, no, no, no. Anticipation.

Okay, I got you. So you see, so you're putting anticipation, perception and recognition, comprehension, and projection. So, and why? Because you don't — not everything that's a cue is equally weighted with something that's a danger cue or an operation.

So, I'm listening to you explaining this, and so what I'm saying or what I'm seeing in this, and what you're saying, is sort of the discrepancy or the difference between that and the way other people are talking about this is you started with anticipation where everyone else starts with perception. So if you're starting with—and Greg, correct me if I'm wrong, but let me explain this in the way I just received it. If I'm starting with perception, it's almost, "Ooh, a piece of candy." But I need to go back and go, "Should I expect there to be a piece of candy on the ground when I go into this environment?" Because I have to anticipate certain things going in. But doesn't that also affect, because the barriers to good situational awareness or human performance, cognitive performance, that's why we constantly slam on it. I don't give a [expletive] who you are, there's only so much you can comprehend in your environment. I don't care what training experience you have, there are limits no matter who you are or what you're doing. There are limits for you, and the limits for maybe the person you're chasing or whatever, the other person in there as well. But the idea is if I start with anticipation, doesn't that then make it more complicated sometimes? No, no, no, you get what I'm saying, is like you're starting before perception.

No, no, no, you got—you guys at home, stop with the gosh darn need to say it's potato or potato. You gotta back off the gas for a minute. Absolutely. Recently, you had a situation—

Yeah, it's correct.

Recently, especially in Ireland, you had a situation where a guy showed up at an accident scene with an AK. He got out of his vehicle, went to the passenger side, brought out the AK, shot three cops immediately, and then engaged in a shootout with the fourth cop, who subsequently killed him. Those cops never anticipated that that traffic crash would turn into the fight for their lives and killed three coppers. The guy with the AK anticipated that, Brian, because he saw the red and blues and he said, "This is my chance." That's the difference.

So the difference is the perception comes after the comprehension, comes after you have to anticipate what's going to happen likely today. Well, I anticipate the weather. I better take a jacket. Looks like it's turning cold. I anticipate, hey, it's a longer trip than I imagine. I better stop and get gas. That's where your training comes in. Your training comes in to build resilient fidelity, build file folders for likelihood, and likelihood means anticipation. Perception means I'm ambling through in my environment, and I'm measuring and assessing those things that I see. Now I look and I see a person with a gas can out in front of the city market with a sign. So I perceive that person. I recognize that that's a potential anomaly, and I comprehend the fact that it's likely a hobo that's going to be begging for money somewhere.

Okay, now that construction changes.

Yeah, yeah, the perception, recognition, comprehension changes when that person with the gas can is running towards the city market and instead of carrying a sign, they're carrying a gosh darn road flare.

Oh, yeah. But that's the essence of training. Look, you can understand all you want, and the definition helps you understand, but when you're sitting around going, "No, the period should go here, no, add a comma," what you're missing is you're missing the practical application. So the most important part of situational awareness isn't the anticipation or the perception or the recognition of the comprehension, it's the projection: what do I do with this information? And that's what you get on people all the time.

Yeah, look, having a bias for action is so critical in our training.

Yeah, because somebody will stop. Look, Brian, I read every time I'm at the dentist's office or doctor's office, Guns and Ammo and Modern Combat and this and that and the other, and everything is, "Keep your head on a swivel. Situational awareness is the single most important thing. I think this holster you'll get better." It's like Beetlejuice, if you say it enough times, it'll appear, right?

Yeah.

So, so the problem with that is that what they do is they stop short of even the definition. They give their own definition and say, "If you increase your SA, you'll increase your safety." That's not true at all. That one, it's absolutely correlate with another, right?

So, so stop, stop on that. Let's stop on that. Think about that because that's—I think we, I don't think we've clearly articulated that before. Okay? And I think that's important for people to hear in a sense that what, what do you mean when you say that? So, what do you mean?

I will tell you, I will tell you, Brian, that hyper-alertness leads to paralysis, leads to freeze or flee too late in the game. So the recognition and—and I'll pair perception and recognition because they're close—and the comprehension that you're in there, the all elements of SA are designed to warn you, but only if your anticipation is prepared for it. If not, you get caught flat-footed. And then what happens is your hyper-alertness over there, "What's that? Oh, a piece of candy," like you said before, is making me play pinball in my environment and not attend to what I really want to attend to is my life. I want to drink, and I want to screw, and I want to drive cars fast, and I want to do all those other things. Well, I can't do that, Brian, because what I'm doing is I'm constantly weighing danger. Do you see what I'm trying to say?

So, that's not how life is. Life is full of danger and opportunity, got it? But almost all of life is sedentary and relaxed and groovy. So what I need to do is hone only those skills for anticipation, perception, recognition, comprehension, and projection that drive my SA. So I'm only going, "What was that? A gunshot?" rather than going around in every car that backfires, "I'm returning fire." And that's what happens. What happens is somebody says, "If you're more aware," so you end up being the Terminator, you're Arnold Schwarzenegger for everything. And guess what? It's one, it takes too much time. Two, your environment is full of cues and clusters that go nowhere, that are meaningless. So if you don't assign weight or importance to certain pre-event indications and cues, then what you're doing is constantly searching for danger. And Brian, what happens when you constantly search for danger? Sooner or later, you're going to find it, and you're—you're all paths are going to lead to Rome. You're going to always be out there looking for danger in your environment, and there's all these wonderful opportunities that are right there in front of you.

Or you create, you know, you create a non-event feedback loop, meaning precisely sit here and go, "All I need to do is be more aware and pay more attention in my environment, and I'll be safer." And I start doing that all the time, and I never see anything. I never see incongruent behavior, never see an anomaly. I'm not talking about something catastrophic. I just—I don't ever see a threat. Then all I'm doing is conditioning myself that if as long as I stay in this state, nothing will ever happen, and I'll end up missing things. Does that make sense?

And it's absolutely it because—

Absolutely. This is, you know, because when you, you're bringing up this sort of process, and everything can be broken down in a sense to a process, but they're not separate, distinct, you know, it's kind of like actually what, remember what Jason the Piccolo was talking about when we were talking to him on his podcast, and he brought up like, you know, Jeff Cooper's color codes. He's like, "Look, that's great, but it's not 'Now I'm in this state. Now I'm in that state. Now I'm in this state. Now I'm in yellow. Now I'm in orange. Now I'm in red.'" Like, that's not—

Yeah, exactly. It's not, it's not how it works.

You cannot work that way, but you can't—

Listen to describe it.

What you're talking about here is, is—but what I can do is I can have just being curious with my environment is something I can sustain over time. And this, this sort of way of priming myself for that is what you're calling anticipation, right? I can anticipate certain things so that I'm basically psychologically priming myself for—

Exactly what you're doing, but you're physiologically priming yourself too. You're bringing those file folders and those chemicals that are in your body that help you, you're bringing them to the forefront. Would you like, for example, let's go on a two-mile run for time, Brian, and let's not worry about wearing the proper shoes or stretching or anything else. Let's just go now, okay? And whatever you've got in your hands, that's what you're running with. Okay, so can you survive that two-mile run? Yeah, but your feet are going to be sore, and your knees are going to knock, okay? You're not going to have optimal performance, but you're not going to be efficient.

So, the idea is if you anticipate that, hey, Brian, in three and a half minutes, we're going to go for this run. Is there anything you want to do? Yeah, I'd like to throw in a stretch and put on some shorts and get my favorite shoes on. So, the idea is that that's no different than me making the assessment that the weather is going to turn cold, so I'm going to take a gosh darn jacket, and I'm going to add some fuel to the car because it's further than I thought it was. People make mistakes when they outrun their headlights. So, for example, Pat and Lynn—uh, Charlie's mom and dad—they left. They went to see Craig in Utah, and then they drove back. So, the first leg of their trip was longer than they anticipated. Instead of five and a half hours, it was nine and a half hours, Brian. They're in their late 80s. Yeah, that's—that's a significant game-changing situation, and thank God they survived. But fatigue and unknown factors on the road, and you know, the weather and now it's getting dark and, "Hey, do I have my other glasses, friend?" Those things complicate stuff.

So, what Boyd said is, Boyd said, "Here's certain factors you can control, and if you control them in optimal situations, then you'll have the tactical edge over an opponent." We say, "Yes, but there's the reality of the situation that there's a whole bunch of components you can't control. So you have to anticipate the ones that you can, perceive the most dangerous situation that's forming in front of you, then recognize that, listen, this is something that I can do or flee, and then comprehend the weight of the gravity of the situation that you're facing, so then you can project likely outcomes." If you—in your brain, does it already, right? Brain does it in flipping nanoseconds. When you're bringing that hot cup of coffee up to your mouth, your brain is making the calculation of how to hold the cup, how far it is from your lips, your body is tensing and sensing how hot is it going to be for my lips and my tongue, and move my—and how much of an angle do I need to pour that first round? So your brain is already doing it. Don't think that it's going to take time and be hard.

Okay, great point. To kind of tie in everything you were, we were both just talking about because it sounds a lot more complex than it really is. It really does. You know, because it will, it, it is complex, but it's something you do all the time. So I like that example. But the, the problem with, and it was a great example, but the, the idea with that example is I have to learn that, right? I have to have some tacit knowledge that this is what I need to do when something is too hot for me to drink or it's at that, that threshold where it might burn me a little bit. So if I don't know that this hot cup of coffee will do that to me, I'm going to gulp it down, I'm going to scald the inside of my mouth. So this is where it is, you may die, right? Well, I, you know, and that's how some, these, some of these catastrophic incidents sort of can happen where it's almost, there, not only do I, I didn't, I failed to anticipate because I, I and I was never going to perceive or recognize anything because I didn't know it, right? And so, so that, that's sort of the, the issue with, with what we're talking about, and I think that gets to the core of why we kind of see a lot of the stuff out there and are like, "This is junk," or, "It's not going to help." It's because if I don't know, if I'm starting with where I don't know how to look for things in my environment, what am I going to do? I mean, I'm not going to, I'm not going to—I can't just scan everything. I can't look into every corner. I can't do all that.

And you know what, you don't. You don't need to.

So, so the point is, I, I think that you're getting at is is there's, there's other elements that I can, I can focus on. So this anticipation is I, I need to understand that that when I walk out the door, technically, I could get struck by lightning. What's the, what's the likelihood today? Pretty low. You know, it's, it's a nice sales guy.

But over time it's so historically low.

Yeah.

That you duct taping a colander to your head and walking around with a metal rod dragging a wire to the ground is ridiculous. It's a state that you don't want to be in. And that's the same thing with having a gun, a drop gun, and extra high-capacity magazine, two knives, a flare, a flare gun. And we see these people, Brian. We used to work with a guy that had a go-bag with all of those things that they dragged around with them everywhere that they went, and I would tell you that that's no fun in life. The idea is that certain things that you anticipate, you can take into consideration. And if your environment is dangerous enough that you have to carry a gun, that's fantastic, but all of that slip and tires and climbing the rope and doing the rapid reloads aren't going to help if you miss the anticipation, perception, recognition loop. If you don't comprehend that this is a real-world, life-changing, altering situation.

This is why it kind of gets lost on people sometimes when we're talking about what we do, and it, or, or they'll see it and go, "Oh, yeah, no, this, this makes sense. This is incredible." And so how do I work that into the range stuff that I'm doing? It's like, it's like, wait a minute, you jump, you jumped so far ahead into, you're already at a decision, and, and you haven't even properly diagnosed the problem. You haven't even opened the door to the doctor's office, let alone seeing the patient yet.

Right.

And, and you, you haven't even laid out the different things that you're likely going to use today.

We're jumping to a decision, right?

And, and we're assuming a lot in that big jump, that quantum leap of logic. You make a lot of assumptions, and those assumptions aren't true. And, but, but what they do is create sort of inevitability. So if I go, "Or this guy that, this person's definitely going to take off." It's like, okay, so you, we've got some recognition here, right? We're, we're trying to project what would happen. Yes, but you're so, you know that now, yet you're still going to go walk up and do the same thing. Like, wait, stop. You know, you, you can get yourself a little bit of time and distance here. But we don't do that. We go, "Yeah, see, I knew that was going to happen." It's like, okay, you, you just, you want to say, so even when there is recognition, guys, it's not utilizing the information properly, and so the decision doesn't change. It's like, you know, but the whole point is this recognition is that, and perception and even anticipation, is supposed to help me inform my decision, and I'm not using it. So, so it's like all of the training and all the experience goes out the [expletive] window because I don't use it.

So you're, you're again fighting the good fight for your argument that if there's no bias for action, then why are we taking the training, which I absolutely agree in, uh, I agree with. So I go back to the car analogy. Most people drive a car every single day of their life, and when the dashboard red light comes on, they have two choices: fix whatever's broken or put a Band-Aid over it until it solves itself. And it's going to solve itself one day when you're on the freeway and you need it the most, and all of a sudden it, it breaks down.

Now, the other part of that analogy for the, the vehicle is that you're driving around and all of a sudden for whatever reason your vehicle putters to a stop at the side of the road, and you immediately call for a wrecker and say, "I want my transmission pulled and have you take all the bolts and rebuild the engine and everything." And then the guy with the wrecker service says, "Yeah, you're just out of gas." That, that's the other thing is the recognition-comprehension cycle, it's damaged. So if you add human behavior to human performance, what you now have is you have a gating mechanism for how decisions are made in, in any situation. And extremists only amplifies the necessity for a decision in a better space-time, in a, in a more profound manner more quickly. Right. So all that means is, Brian, training will help you so that, so, so right acumen and decrease your time.

So anticipation, in a sense, is something that almost anyone could do within their life and and think of it's almost the what-if game in a sense, but but within the realms of reality of what you're likely in terms of likelihood, what you're likely going to see, right? Yes. And you can do that. Okay, so if I have that and I'm anticipating this stuff, now you've got this perception, recognition part. Now that's, that's, that can be very difficult because based on your life experience and what you know and and what you've learned and that's where you need the training.

Well, that's the thing.

So, so what a lot of folks didn't get, don't get into is that part because it's typically domain specific. So like perception, recognition for a pilot is one thing, for a person working with computers is another thing. But you brought up—you and correct me to this or or what this was where your the this which I—the six domains, right, that you've created especially back for, for combat hunter and it was wrong before that, but the six domains of human behavior fall into that perception, recognition because it's, it's articulable scientific terms that you can use anywhere, right?

In their observations.

You've made some, you've already made before in the past. So maybe you haven't, but you've seen something maybe close enough to where you can do that. You can see that's a pattern recognition.

So yeah, and comprehension becomes the analysis.

So this is where the mental models come in, what people are talking about. So, so how, like how does that work then? So, so we don't have to jump into all the 60s. Write an article about situational awareness and talking about what the Army uses as their six domains, and I was like, yeah, dude, this is around 20 years ago. Like, what do you—

Exactly. But and you're making money on it, and you don't even understand it. So let me give you a quick example, and non-attribution, folks, you do your own independent study to prove us or disprove what we're saying, and it's all been proven, so I'll save you the time. But we're operating in a in a culture, during the time in memory, cultures merely context, where there were five prayer services a day, and there were minarets and mosques and a Muslim that was doing the call to prayer. And what happened is that the people that were operating in that environment that weren't Muslim or didn't follow the faith were going out on Fridays, and they were partying and having a good time and doing their dinner like they want to do back in the United States, and that started becoming targets for the terrorists that were in fact Muslim that were, you know, going old school on their ass.

And a person said, "Well, how do we avoid this?" It's like, "Okay, well, first of all, you anticipate that you're not using culture as context, number one. So polish off your lens, clean off that dirt." The second thing that you're having is you're not perceiving that the reason that this is happening on there is it's not because you're an easy target, it's because they won't accidentally kill a Muslim because they know they won't be out there on the Friday doing the partying. So the recognition and the weighted comprehension will add to you, "Well, can I project this to other places? Well, yeah, it's not going to happen here, it's not going to happen there." So, Brian, what you use is you use the incoming data and the information by first taking a look and see if there's a pattern. Yeah, there's a pattern: they're hitting on this day. Then you take a look and you analyze it and you go, "So what does that mean?" And that's what they're not doing. They're just increasing their situation awareness with nothing on the back end.

And so what happens is they go, "Well, situation awareness, this might be dangerous, so I need a weapon." Wait a minute, how did you make that quantum leap of logic and skip over all of these other things that say, you know, so when you're arriving at it, you're too graphic. You're arriving at a conclusion before even, but it's an unreasonable conclusion. So people say, "Where did you come up with Geographics a long time ago?" I stole it. And where did I steal it from? There was a caper in Canada right across the border from where I was in Detroit. They were using Geographic profiling, and I looked at that and I go, "Wow, that's brilliant because bad guys are familiar with areas." But what does that mean? And I said, "Well, I guess they have anchor points, places that are just for them." And then while they do go on into habitual areas, but they're very safe to follow natural lines of drift, Brian. It wrote itself.

So I needed the catalyst of somebody else to come up with the term Geographics. It's like atmospherics. The Marines never understood atmospherics on the East Coast. West Coast Marines got it a hell of a lot faster. So my biggest fight for the Marine Corps was, "No, the atmosphere is not this band of air trapped around that age. It's how things unfold." And you can tell, like, the people in an emergency room when somebody's having a baby, tell the atmosphere, right? And now if, if I can tell it there, can I tell it when I'm having chai in a foreign country? Can I tell it when I'm on a safari in Africa that something's gone terribly wrong? I can tell it on an airplane because airplanes every week—

And, and that's, that's a tie to not only your environmental indicators, but that's also tied to your cognitive performance, your limbic system that's already sensing your environment going, "Hey, something doesn't feel right here." Even though you can't clearly, consciously articulate it, you know that's, that, that, man, that when people go, "I had that feeling, that gut feeling," or, "My hinky button was going off," you know, that, that's what it is. And, and, and what you know, it's just sensing your environment that you're literally your amygdala just going, "Hey, you know, there's something up here. I'm picking up on a shift—"

Exactly.

"—in the feeling or mood here." And because I had to have this a long time ago to stay alive, I'm warning you about that through that feel.

It became, it became a domain, Brian, and physiologically and psychologically, we can manifest it. Sociologically, it shows itself. So what am I trying to say again? I'll street it up for you. If you understand cuidado, you're understanding danger words in Spanish. But if those are the only words that I had learned, I can't turn them into a sentence, and I can't make that paragraph to explain something to somebody else and get people to safety. So what I'm doing is I'm anticipating then I'm going to need language skills, but I want to carry on without the, the training. Why? Because training takes money and time, and a lot. So if I'm fluent in situation awareness, or I'm fluent in Gulf Arabic, or I'm fluent in Farsi, I'm going to get farther in that baseline or environment. Right? So situation awareness is a tool to be able to untangle the complexity of any situation in any environment, but you got to learn how to do it. You, you can't just say, "Hey, I'm going to be more situation," and you know why? Because you're going to be more alert when you die. You're going to be more alert when you get robbed or you get carjacked, and that's not the key. The key is there's a cycle, and once you understand that cycle, then you can—look, we don't talk about situation awareness a lot because we're so fluent in it that these five steps become one step. You see?

Yes. And and this is only through training and experience, right? And this is part of why some people sort of criticize, not, not us or criticize it, I mean, criticize this, these different models of situational awareness that are out there because because it's complex and because it involves environmental indicators, it involves your mental models, it involves just [expletive] catecholamines and hormones in your body and your limbic system, what's, what's primitive in your DNA versus what you've learned. There's, there's so much complexity in there that you, you have to refer to it in general terms, right? Even though there's so many cognitive processes involved that are very specific that you can map out, and a neuroscientist could tell you about. You, you can't just go into the detail of that. Like we cover things about the eye and the brain, how you process information. But, but the point of that is to go, look, you're not seeing everything that you think you're seeing. There's, there's perception is different than seeing the, the real physical world, what's happening, the objective world. It is, is different than your experience.

So, so people then go, "Well, what about this?" Or, "What about that?" And I get it. And it's like we do the—everyone wants the ice cube trays, right? They do use this one all the time, and they want the frozen little ice cubes in each one with a little baby flag on it that says, "Well, thing." You're right. That says, "Well, thing." You can't. We still use the ice tray, but the [expletive] ice is melted, and there's water in there, and you tip it a little bit this way, then some of the other buckets get more full, and the other one's empty out. And, and that's what we mean when we say that is these are complex cognitive processes that you can name. You can go through and go, "Here's what this means. Here's where that happens. Here's where that happens." But the difficult—but because we do the difficult part is putting it together. So what, how do I do that? And that's more important than, than understanding heuristics enough to speak at a university about it. It's complex, it's cool, it's fascinating. But so what? This is what that means. This, that means that in that situation, due to the limits of your cognitive performance, when the guy pulls a cell phone out of his pocket, you saw a gun. Okay? That's what that means. And because your brain said it's close enough to what I've seen before in training, it's a gun. I need to kill this person before they kill me. There's, there's, there's how many different cognitive processes involved in that decision? You could, you could take one case and study the rest of your life and still not understand all of them. Okay.

Yes. But but the important part is what we're talking about here is the so what. I don't care if you can tell me what you know, how much the, the appropriate levels of cortisol or dopamine and how that affects you. It's that's not [expletive] important. The important thing is what was the decision? What did you do? How did you use the information, right? So as a major league player, as an expert, I spent my entire life creating the expert model, so you don't have to do all that independent study, so you don't have to go back through there. And that's the idea. That's what sets me apart from all these charlatans that are out there just speaking the words, but they don't understand it.

I'll give you one. Okay, sex is an important thing in humans because of procreation. So there's a part of your brain and brain chemistry that when sex gets really messy and ugly and certain things happen because there's fluids involved and everything else, that your brain tunes it out, and you can still stay romantic and stay in the moment to procreate. That exact self-same situation that occurs in your brain and the chemicals happens when somebody vomits or is shot and is bleeding out or has an atrophy during giving birth. So you can fight past the mess and the gore and the hate and get in there and do something. That self-same thing now, it's like cylinders on a revolver, it turns just a little bit, Brian, to the next one when you witness a catastrophic death of a familiar—somebody that you know—that you can get back up and get into the fight and get out of the situation and go on with your lives.

So those mechanisms are hardwired into humans already. Now sometimes because the limits of human performance, we get PTSD and we're bothered by this. There you can't or we're so overwhelmed that we commit suicide, but the main body of humans don't. The main body of humans keep marching forward. So all of my research, everything I do is on that main body of humans, not the outliers, Brian, because the outliers were meant to fall away in situations, not to survive. So what I don't do is sit there and spend all the class with a glossary and definitions and rate you on the definitions. What I do is I say, "This is CPR. It's very hard, but this is Heimlich. It's very easy. Now do me a favor, save a choking person." That's what we've built for, you know, almost 50 years now, Brian, and that's what makes it different.

So people are out there and go, "Yeah, well, we focus on, you know, this and that and the other." Yeah, you know what? I don't need to know the thread, fine thread diameter of the nut and the rough opening of the hole.

You're, you're making a great point of that.

I what I need to understand is that if I anticipate and train to anticipate, and I understand perception and that recognition drives the comprehension that this in fact is a pre-event indication of violence, danger, opportunity, somebody's flirting with me, sex, right? All of those different things. Then guess what? I can project that information. And that's my ML or MD KOA. So this [expletive] didn't happen by accident, Brian. These were studies, and it took me years and to get the right things together. And you know what the greatest thing about it? Other people paid to study it, and I was given the opportunity to try it in the most extreme environments on Earth. That's what separates us because it's wonderful having a theory and going to a classroom, but if you never get out into the real world and do it over and over and over again, how can you prove it?

And, and you brought up these, these, you know, remarkable moments that are outliers, or people that we've, people are fascinated with, and you're fascinated with them because it's not normal. It is, it is a remarkable situation exceptionally. And so we then get focused on that because that's odd, and it's like, well, yeah, that probably, you know, 100,000 years ago they, they wouldn't have survived. We wouldn't have had that. You know what I mean? That they would have been kicked out of the tribe, and that sounds harsh, but that's the truth. But that's the thing is like now we do, that's why we have all this different stuff. We have more complexity or different variants because there's, there would be people, you know, people are alive today and procreating and they wouldn't have been a long time ago. So it gets a little bit more complicated, and we stick to this simple stuff. Like you said, the big part of the group is what you need to focus on because 99.99% of the time, that's what it is. And then in those rare remarkable moments, right, you have the understanding of of what, what's normal, a really good understanding of that, you can then use your own knowledge and skills that you already have to deal with it. It's like, yeah, and because that gets into the training aspect of what people look at for training, and it's like, well, you're doing this stuff that like what the, the chan—you're spending all this time and effort and resources, money into doing something that you're almost, you're completely unlikely to ever use or see. Yes, but, but it's like you won't spend that same amount of time, effort, and resources into something that you're going to do every single day. It's just we, we don't see it that way because we go, "This is the big shiny thing." And since we don't fully understand it, my opinion is, is, you know, we do this stuff out of fear, and we do this stuff because we don't understand it. And so when we don't understand something, we freak out about it, and we got to find a way to deal with it because it could kill—I mean, I think it's just a very primitive limbic reaction to some of these things, and that's what drives our thinking when, when that's so rare and remarkable that it's, it's, it's unlikely to ever even see that, let alone be involved in the actual incident.

So the inevitability factor comes to play again. You're so smart because we create the environment. So we say nine millimeter needs a brother, and 38 and 388 aren't the other that they need. So now it's 10 millimeter, which is all that thing 45. And then what did everyone come back with after decades of doing that going, "Well, I guess it doesn't matter because it's actually the only thing that matters is where that round hits." Like, "Yeah, no [expletive]." I could put a whole the size of, of yeah, I don't know, a bowling ball in someone, and they could live. Hit by RPGs that had the nose cone still in their mind that was taken out and they're living a good life today. So the idea, Brian, is that the remarkable becomes the anomalous, and the incongruent becomes the cue. But you have to be trained how to look for that because if you aren't, it's like the, the first time that you do a Kim's game and you're a little bit overwhelmed, but then all of a sudden the, the idea comes across you, and remember, it's keeping memory, stupid. No, it's not. It's named after Kim Rudyard Kipling. Go through your own research. That the Marine Corps sniper community created that it was keeping memory sniper. I was the one raising my hand like, "Wait a minute, what is that?" Proof that proves good ideas stick around, and just improving your memory does nothing for you in a situation.

But now what is the cue? I started categorizing tattoos. We would find a dead female sex worker, what we used to call a prostitute, and the damage was significant. And so I had a list of different females that worked different areas. Their characteristics, their physical characteristic, but more important, certain outstanding features like a tattoo or a peg leg or a gosh darn eye patch or whatever the hell it was. Why? Because those things helped define that it was this person, not another person. Okay? So that pattern I had to recognize, which would drive with the analysis that this decomposing corpse is in fact this person. We don't need that now. Why? Because there's stuff called DNA. Okay? So those catalogs, Brian, those, those huge vast repositories of information that I had, they're outdated now, but the process is the same, isn't it? So, so now I use a computer. Now I use big data. Now I use all these other things. So the anticipation is the most dangerous part of police work. Why? Because you're driving up to the scene, and you're thinking of all these millions of things that can happen. So if you can tell a cop to calm down at that phase, and that perceiving things like, "Hey, that person leaving as you're, you know, so focused on showing up at the scene might be a great witness, or they might be the suspect that's leaving the scene, right?"

And then you recognize, "I'm in this situation, holy crap, this is a little bit different. There's people that are dead here." And that weighs more than, it's more significant than the previous incidents I was in. So I have to ramp up my game, Brian. It's a process that you train yourself, and it's just like a, a, there was a TV show, you know, I love eating. There's a TV show where two chefs went to a street, and one went in one house, and one went across the street to the other house, and they had to compete with everything that was in the pantry or in the kitchen of those two houses. I love that [expletive] because what you are is your handed, yeah, [expletive] sandwich that's coming home to your, your husband or old lady cheating on you, that's your kid bombing the math test, that's life.

And that's, that's, you know, adaptability, you know what I mean? That's exactly, so you, you really get thrown a bunch of things that you, you're not used to using or haven't used before in the past, and you got to create order out of chaos, right? I mean, that, that's what we're doing. That's what, that's exactly where it's—

Trading order out of chaos. Brian, I walk into a chef's class, and I see the one person that has that chef hat, the Boyardee, with all the folds in it, and I go, "Hey, hey, what's with the hat? Why doesn't everybody have a hat?" And they're like, "Well, they're not at his level. So he's the expert." "Yeah, well, what defines him as an expert?" And a guy looked at me and said, "Each one of those folds is a different way to cook an egg, to prepare an egg. And because he knows more about how to prepare an egg than anybody else, each one of those folds is 113 or whatever, 109 folds make him the expert." Because I only know 30 egg dishes. That's brilliant, Brian. If you can't unpack that and take a look at that and go, "Holy crap, he's talking about file folders. He's talking about tacit knowledge, experiential knowledge." And guess what?

But I can gain a certain amount of that through, through the proper training.

Education won't take me there, but training will.

But again, you know, and, and this is, you, you know, your, your chef's example is great, and I, and I get it. But but it's sort of domain specific, right? That doesn't mean you can go backwards domain specific. Okay, but that doesn't mean he can go, um, it doesn't mean he can go work on your car. But what it does—

Exactly.

Or those gynecological example, you thought it was—you mistook the outfit for a doctor. He was a chef. We weren't even at a hospital. It was that was an alley. He wasn't wearing anything under his lab coat either. We were abused. No. So, but, but the, but the idea here, here's, here's my point. I want to get, because I'm listening to what you're talking about, and everything's about, well, you got to be the subject matter expert, you got to be this guru, you got to have this level of stuff. And, and the way I would look at it is to use your chef's example, who's a subject matter expert in this domain, and he's brilliant. That doesn't mean he can't take everything that he knows and apply it to a different situation. So, exactly. I mean, learning, you get the car example, there's something wrong with this car. Well, maybe he could take something from his life and know, well, I know from this that this is likely happening, and, you know what, it's reached, it's past my level of what I can do here, and, and I know because I'm a subject matter expert, and I like to stick to cooking, what I do. I'm going to, I'm going to let someone else work on my car, right?

But right.

But we don't do that. We go, "Okay, I got this." You know what I'm saying?

Stuff you do get is the stuff that's least important. Growing up here, is that is high is the question I guess would be then, well, you know, we're talking about these different complex subjects and how to do it. Maybe I have some experience in observing or or situational awareness, or I thought I did. How do I use what I already know in, in these, like, because that's what you talk about is is drawing on my own experiences to then go to to to recognize, to perceive in that, in that part in the environment is how do I adapt that?

You have to be shaped by experts, Brian. When you're young and you're a boy or a girl, you run everywhere. Yeah, you're good-looking enough that you can get in anybody's pants anytime that you want to, and you're clever enough to do that because you've rehearsed it your entire life. That's what life is about when you're young. You, you play until the street lights come on, and then you go home. You eat superfluous amounts of food because you're going to be burning it off. You never think of those things. So cognitive acumen is less important, right?

But then all of a sudden you start encountering conundrums: well, how do I get out of the house and get down and get the car started so I can go and party with my friends? Well, those challenges, I now have to meet environmental specialists. So what I do is I meet the kid in my class that goes, "Oh, yeah, man, you can make a tat with a gosh darn knitting needle in, in the, you know, some heat and some any ink." And I learned these street things that come along, and then somebody goes, "Yeah, man, but you can get a horrible infection." So it makes more sense to do that. All of those complex things are like a, a one of those ancient string things that they hang on a wall. Now, the, the memory keeper or whatever they call that, God's eye, there's a whole bunch of different names for them. You come to these junctures in your life, and you choose those things. I choose what it says in the Bible. I choose what my mom told me. I choose that Uncle Paul always said never, you know, talk when you eat because you might choke. Those things become lessons. And so then I either learn from those lessons, okay, and I adapt and overcome new situations, or I don't. And if I don't, then I become a fail to thrive, and I never leave the basement, and I'm still living with my parents, and they're taking care of me. Okay, well then you don't have to worry about SA because you're never going to get out of the damn house.

But the rest of us have to get a job, and the rest of us have to go out and encounter other humans. So what do we model that behavior on? Well, if we're constantly modeling that behavior on the wrong type of subject matter expert, then we're going to continue to make those mistakes. So the difference between education and learning, training, is that we have a skill that we can apply to this situation, but also use the same elements, right, projected on the next, next. So anticipation now, in anticipation for future events, is critical, and we don't normally get that on our own. We need a parent or a significant other or a guide or coach to take us there.

Well, in this skit, that's gets, gets into the, the training aspect, and that's why I kind of brought it up and asked the question of what we're, what we're talking about. It's like, well, okay, well then what am I supposed to do? And, and, you know, ideally, if I can learn one way to do something and use it in every situation, well, that, that's, that's magic, right? Because I get really, really, really, really, really good at this one thing exactly is it in multiple areas. And that should sort of be the goal, right? It meaning, um, if I have to learn all of these different methods for all of these, it's, you always give the comparison between CPR and the Heimlich maneuver. The Heimlich maneuver is the Heimlich maneuver, it's always been the same exact thing. CPR, every few years, now it's like changing. Well, now, now they're saying, I think it's you don't even have to actually breathe, I think it's just chest compressions, right?

Right. And like, there's no like, it's like—

It's an AED, right there on the wall. Well, yeah, I think that's it. Yeah, yeah, but, but, and that, and that's the thing is like we, we come up with these sort of tactical level solutions, these TTPs, these different policies, and we're missing this sort of big picture on, on how to do things. And, uh, but isn't it the same with, with overdoses now? So, so Fentanyl, and this is horrible, and people are dying.

So I read an article, and the article says, "You as a human being have to get better at being a first responder, no matter what your life goals are, because you're going to have a whole bunch of people that are falling out around you that are, you know, overdosed, and you're going to have to do something about it." So we've forgotten all the other stuff that we can do to stop the drugs and educate the people and all that other stuff. We're just going to assume they're just going to jump right. Do you see what I mean? Isn't that the same? So, yeah, the logic is, Brian, that if I can grasp that there are certain things, science and math and language ability, that lubricate the rails and make it easier for me to get from point A to point B with less friction, and friction is where the, the danger comes from, right? Then then I've got it made, but but it takes effort. You got to get up, you got to get dressed in the morning, you got to get out of the gosh darn cave, and you got to go learn because first of all, you can't do it from a book. Books are great, and I hear these people quoting stuff all the time, "Well, if that book is going to stop a bullet, or you can use the book to hit the guy that's going to, you know, rob and rape your daughter, I guess you got it made. But if not, you're going to have to step out of your comfort zone, you're going to have to, you know, get comfortable, as you say, with being uncomfortable, and you're going to have to learn some [expletive]."

Brian, do you need every martial arts move that you've ever learned? Now, there's a couple of really great things about stance and about, yeah, there's leverage, momentum, and balance, right, that will help you be safe. So the fundamental principles are the key, the core essential principles that people have taken hundreds, if not thousands, of years to perfect are more important than the [expletive] that you're reading about right now. So get thee to the nunnery. Get out of your comfort zone, and go learn them. That's why training is so much more than education. Theory is wonderful. As a matter of fact, our, our textbook is the theory of, yeah, because we pretty suppose that you're going to take that knowledge and go out and do it. That's how you really learn something.

No, then that, that's, that's exactly it. It's, it's, okay, this is the, this is the, this is the core elements, you know, look, read about it, go, go try it out. Here's an example. Now you go find your own example. Now you know that. And that's not only how, bring me that example to show me that you know it. Right? So now we have a chapter, here's a video of us showing you an example of it. Now you go out and find yours. And, and so that, and that cosmic, gosh darn, uh, uh, uh, what do you call that, uh, the, the, the where you go out and you gather something, you know, from each person and they come back, uh, what's that? So that cosmic scavenger hunt, Brian, is so essential to demonstrate that learning has occurred. It's just the most amazing thing. And do people do it? No, people don't spend their time doing it.

And that's how you train your kids, isn't it? And if your kid turns out screwed up, we're constantly looking for, "This is the school shooter profile." There is no profile. We're constantly looking for this that, "Look, these pre-event indications make it more likely that this person is going to do this in this time frame." That's training, baby. And, and training can help those scales fall from your eyes so you can see things as they are in your environment. What does that mean? Prediction can occur. How does prediction occur? There's anticipation, perception, recognition, comprehension, and projection. That, that's how you do it. And, and Brian, it's not tarot card reading, it's blackjack where you can sit down and figure out the mathematical likelihood. Can you do that with humans? Yes. And people are saying right now, "Well, no, you can't because this means this." Now, the standard you're using is kinesic. You're out there using body language and saying the body language is going to solve for X. Now, the body language is pepper on your steak or the barbecue sauce that is in your ramekin that you dip at the end of the day. If all these other things are, are happening, and you have this, it's more likely that this is going to go. That's how it goes. And, and you know what, all those the, those, uh, parlor tricks that people are showing on the videos and on YouTube and all that stuff, back off of that.

Yeah, that's ends justification for [expletive].

Of course, that's why, that's what most of this becomes. And I think so it's so prevalent that it, a lot of this is what people are doing and see this situation, "If they would have done this," and, "That's why I do this." And it's like, well, you're just using ends justification to that. There's no, you, you one, you haven't even tested that process in the real world, so good luck with that. But, but, you know, you, you get into, um, it goes back to you. I mean, you brought up a bunch of topics, and you especially with the drugs and the fentanyl. I just got one for the Insurgent school. It's like, hey, you know, "This is the new way to talk about, you know, drugs with your kids." And I clicked on it, and I'm like, this is the same. It was actually great information, but it was like, right, hey, talk to them about this experience. And it's like, but there's nothing, there was absolutely nothing new in it. It was the same way. I, I mean, I remember my parents talking about certain stuff. There's a lot more colorful language in what they used and, and a lot more about calling me an [expletive], but, but the idea was that some of you were still there as well, you know what I mean? So, so, um, but, but we, we, it's, it's the, it's the new shiny object, it's the new threat, and this is all new, and you haven't seen this before. And every time we do that, every time we fall into that trap, well, now it's like, well, now we got to relearn everything. It's like, no, you don't. There is no, yes, fentanyl is the big one. So in five years, it's going to be something else, just like it was five years ago. You know what I'm saying? The point I was making about this, he brought up the training, and then you even talked about your kids. It's like, you know, now it's, "Well, TikTok's the problem. It's the cell phones." It's like, no, it's your [expletive] parenting is the problem. You're like, that's, that's what it is. Like, I'm sorry. I don't, we, why don't we talk about that? Same thing in every generation does, "Oh, everyone's a snowflake [expletive] these days." It's like, yeah, hey, you made them that way. And now you're saying, "I don't want my kid to have access to this, and I don't want them to see that, and they can't have this, and this is a danger." So you want to nerf the world. Okay.

Yeah, they got a ribbon for 19th for showing up, you know.

Exactly. In the same space. You can't, you can't complain about the problem and play the victim and then also be the one who's contributing to the problem.

That's called being an American, right? And the idea is this: so how many times do we got to read that a kid found your gun and shot your other kid? Yeah, and then you talk to those persons and you say, "You know it's a gun?" "Yeah, I got it. And you know you should have it locked up?" "Yeah, I bought the lock. I actually have a gun case." "So why was it under the seat?" "Well, it's a different circumstance. You don't understand. I was going to this high-crime area and I just forgot to put it back." What is that? That's human behavior. We could have predicted that and anticipated that. And human performance, your limit of human performance is you're a lazy [expletive], and you didn't put your gun away. And I'm sorry that your kid's dead, but we can apply that knowledge to so many situations. We understand that if we don't control portion size, we'll overeat. We understand that if everything on your plate's the same color, you're probably going to get fat and die from some kind of thrombosis. We can anticipate that smoking is bad for you in a number of ways and lack of sleep. So stop going that each of these are individual spirals that we have to control and understand that there's an underlying architecture through all of it. Excess is never good. Extremism is never good. Hypervigilance is never good. Right?

Once we start casting those away, we come down to core competencies, and that's why going back to Milo and Hoberman in the gosh darn sphere, the idea was behind it that if you take a 360 tempered, measured approach to danger and opportunity, they're going to be smarter and you're going to be safer, and you're going to be harder to kill. And that's why we can't just throw the OODA Loop up as a problem solver. We can't just say resilience. The new word is grit, by the way. If I read grit one more time today, I'm going to punch myself in the genitals because, you know, all we're doing, Brian, is renaming. And you're saying, "Wow, it's grit." Well, there was a movie called True Grit. I remember it with John Wayne. And before that, I'm sure is that what you're talking about?

No, I mean, that's—

Yeah, well, that's, that's the thing. You get paid, we get paid by dusting off the [expletive] that's been around forever and saying it's ours, and then throwing it up as if it's new and emphasizing the third word instead of the first word. That's not training. That's believing in a bunch of hyperbole. Yeah, training means that you have to learn skills and then go out and apply them. And each time you do them, you'll get better at it. Pretty suppose that you took the training from a credible source, that's hard nowadays. Holy [expletive], everybody's the instructor, everybody's certified.

Yeah, and that, that's, uh, you know, part, part of this too is everyone trying to figure out. I think, you know, we have, we have a greater, um, access to information that we've ever had before in history, right? Of course, we do. So like, this is part of, I think why so many people now talk about situation awareness. And, and, and actually information theory is now being talked about outside of the 15 people who were involved in and, you know, I mean, like it's such a small, you know, a lot of people have never even heard of information theory. And then now it's, it's sort of this stuff is out there now because there's so much technology and so much information, and then we have to deal with it and human factor stuff. And it's still, it's still screwed up. I mean, even though we were talking about the military spending billions of dollars researching this stuff and how humans interact with machines and the best way to do it. So they can do it. The Insurgent online classroom stuff that she has, it's a [expletive] mess. It's so disorganized. It's not intuitive. And they do everything on there now, and you're like, "This is junk. How is a kid supposed to do it, let alone me?" Right? She's going, "Well, I think it's in here." Well, I'm like, "This is the least intuitive thing I've ever—how did no—someone's making money off of it." You know what I mean?

You got it. Yeah.

It, so it's, it's, it's just we kind of went to a bunch of different places and a few different spirals, but I think we covered everything. Gonna need some after this call. Um, you know, I think we, we covered a lot and we got into, to kind of what we talk about in, in, you know, with situational awareness and anticipation, perception, and recognition, which I would probably couple those sort of together.

Yeah, yeah, and that's the key. Remember, the, the reason I'm making a definition is you were asking me to put a spotlight on them. Yes, so the spotlight on them is at its lowest elemental form. They are distinct and unique and deliberate. But when we're going at full speed, Brian, yeah, and, and then when we're going at the expert level, there's one of them. Yeah, it's called situation awareness. So don't come to me and say, "I'm the situation awareness expert because I took a course online certification in that from a group." Yeah, you can be a priest too. I am. I am an ordained minister actually. I really, I've officiated one wedding and probably officiating another one maybe in the next year. So I, I went online to the website, and I filled out the information, and I paid whatever it was, and I've got the little card in my wallet. So if anyone runs into me and sees me out there, it needs me to perform an emergency, uh, a wedding or I believe it gives me funeral rights as well.

All right, that'll come in handy. Uh, uh, so it'll come in handy after my next comment because a couple of your dear friends just got engaged, and I want her to rethink it because I still think she's the Mack Daddy. The daddy. I keep thinking better. I know the guy, so yeah, okay, I'm kidding, I'm kidding. I just, no, oh, he would, he would agree. But, uh, yeah, was violently and vehemently—

Yeah, that's great. No, hey, here's the thing. Do your own research, you'll come to the same conclusion. And look, every time that I read something online where somebody comes up with a good idea, first it's back, if there's studies about it, and, and those people that studied it took a long time and a lot of money to come up with it. I'm not saying don't come up with good ideas, but don't throw something at me that was, you know, detailed out 25 years ago as if it's an original idea. You got to do a little bit of the work before you start going to social media. That's all I'm saying.

Wow, social media is easier.

It is, it is because you're just on transmit. You can cut out all that receive and listening thing.

Oh, yeah, I can see. I can choose whatever. I can choose my own adventure. Um, all right, anything else we need to kind of cover that? We covered a lot and, and I want people listening to, you know, reach out with questions that you have. You can always hit up thehumanbehaviorpodcast@gmail.com about specific episode questions and everything, and we'd love to get into it. And I'm sure we'll probably give a couple more examples and talk about, about them on the Patreon side. Uh, specifically, I know the one you did send me I think would be good for that. The, uh, there's a couple for tomorrow that I think we should add a lawsuit because someone followed a GPS straight into a body of water, right?

And yeah, off a bridge.

It's off, right off a bridge. Off a bridge that had been decommissioned and taken down so long ago, but yeah, guess what? It's the, it's the map's fault, not mine. You know, got it. So, um, but we can cover that on there. So I, I, we, we did get into a lot again. If anyone has any questions, please reach out. If you enjoy the episode, too, please share it with your friends. Uh, tell people about it, it helps us out a lot to get the word out. Leave a review or a comment or, or something on whatever podcast player that helps too. Um, we do appreciate it, and don't forget that training changes behavior.