Clear Thinking

Informationen zum Autor Shane Parrish is the founder, curator, and wisdom seeker behind Farnam Street and the host of The Knowledge Project Podcast. Shane's work has been featured in nearly every major publication, including the New York Times , The Wall Street Journal , Huffington Post , and Forbes . Klappentext Few things will change your trajectory in life or business as much as learning to think clearly. Yet few of us recognize opportunities to think in the first place. You might believe you're thinking clearly in the moments that matter most. But in all likelihood, when the pressure is on, you won't be thinking at all. And your subsequent actions will inevitably move you further from the results you ultimately seeklove, belonging, success, wealth, victory. According to Farnam Street founder Shane Parrish, we must get better at recognizing these opportunities for what they are, and deploying our cognitive ability in order to achieve the life we want. Clear Thinking gives you the tools to recognize the moments that have the potential to transform your trajectory, and reshape how you navigate the critical space between stimulus and response. As Parrish shows, we may imagine we are the protagonists in the story of our lives. But the sad truth is, most of us run on autopilot. Our behavioral defaults, groomed by biology, evolution, and culture, are primed to run the show for us if we don't intervene. At our worst, we react to events without reasoning, not even realizing that we've missed an opportunity to think at all. At our best, we recognize these moments for what they are, and apply the full capacity of our reasoning and rationality to them. Through stories, mental models, and more, Parrish offers the missing link between behavioral science and real-life outcomes. The result is a must-have manual for optimizing decision-making, gaining competitive advantage, and living a more intentional life. Leseprobe Chapter 1.1 Thinking Badly- or Not Thinking at All? Rationality is wasted if you don't know when to use it. When you ask people about improving thinking, they typically point toward numerous tools designed to help people think more rationally. Bookstores are full of books that assume the problem is our ability to reason. They list the steps we should take and the tools we should use to exercise better judgment. If you know you should be thinking, these can be helpful. What I've learned from watching real people in action is that, just like the angry CEO, they're often unaware circumstances are thinking for them. It's as if we expect the inner voice in our head to say, "STOP! THIS IS A MOMENT WHEN YOU NEED TO THINK!" And because we don't know we should be thinking, we cede control to our impulses. In the space between stimulus and response, one of two things can happen. You can consciously pause and apply reason to the situation. Or you can cede control and execute a default behavior. The problem is, our default behavior often makes things worse. When someone slights us, we lash out with angry words. When someone cuts us off, we assume malice on their part. When things go slower than we want, we become frustrated and impatient. When someone is passive-aggressive, we take the bait and escalate. In these moments of reaction, we don't realize that our brains have been hijacked by our biology, and that the outcome will go against what we seek. We don't realize that hoarding information to gain an advantage is hurting the team. We don't realize we're conforming to the group's ideas when we should be thinking for ourselves. We don't realize our emotions are making us react in ways that create problems downstream. So our first step in improving our outcomes is to train ourselves to identify the moments when judgment is called for in the first p...

Auteur

Shane Parrish is the founder, curator, and wisdom seeker behind Farnam Street and the host of The Knowledge Project Podcast. Shane’s work has been featured in nearly every major publication, including the New York Times, The Wall Street Journal, Huffington Post, and Forbes.

Texte du rabat

Few things will change your trajectory in life or business as much as learning to think clearly. Yet few of us recognize opportunities to think in the first place.

You might believe you’re thinking clearly in the moments that matter most. But in all likelihood, when the pressure is on, you won’t be thinking at all. And your subsequent actions will inevitably move you further from the results you ultimately seek—love, belonging, success, wealth, victory. According to Farnam Street founder Shane Parrish, we must get better at recognizing these opportunities for what they are, and deploying our cognitive ability in order to achieve the life we want.

Clear Thinking gives you the tools to recognize the moments that have the potential to transform your trajectory, and reshape how you navigate the critical space between stimulus and response. As Parrish shows, we may imagine we are the protagonists in the story of our lives. But the sad truth is, most of us run on autopilot. Our behavioral defaults, groomed by biology, evolution, and culture, are primed to run the show for us if we don’t intervene. At our worst, we react to events without reasoning, not even realizing that we’ve missed an opportunity to think at all. At our best, we recognize these moments for what they are, and apply the full capacity of our reasoning and rationality to them.

Through stories, mental models, and more, Parrish offers the missing link between behavioral science and real-life outcomes. The result is a must-have manual for optimizing decision-making, gaining competitive advantage, and living a more intentional life.

Échantillon de lecture
Chapter 1.1

Thinking Badly-
or Not Thinking at All?

Rationality is wasted if you don't know when to use it.

When you ask people about improving thinking, they typically point toward numerous tools designed to help people think more rationally. Bookstores are full of books that assume the problem is our ability to reason. They list the steps we should take and the tools we should use to exercise better judgment. If you know you should be thinking, these can be helpful.

What I've learned from watching real people in action is that, just like the angry CEO, they're often unaware circumstances are thinking for them. It's as if we expect the inner voice in our head to say, "STOP! THIS IS A MOMENT WHEN YOU NEED TO THINK!"

And because we don't know we should be thinking, we cede control to our impulses.

In the space between stimulus and response, one of two things can happen. You can consciously pause and apply reason to the situation. Or you can cede control and execute a default behavior.

The problem is, our default behavior often makes things worse.

When someone slights us, we lash out with angry words.

When someone cuts us off, we assume malice on their part.

When things go slower than we want, we become frustrated and impatient.

When someone is passive-aggressive, we take the bait and escalate.

In these moments of reaction, we don't realize that our brains have been hijacked by our biology, and that the outcome will go against what we seek. We don't realize that hoarding information to gain an advantage is hurting the team. We don't realize we're conforming to the group's ideas when we should be thinking for ourselves. We don't realize our emotions are making us react in ways that create problems downstream.

So our first step in improving our outcomes is to train ourselves to identify the moments when judgment is called for in the first place, and pause to create space to think clearly. This training takes a lot of time and effort, because it involves counterbalancing our hardwir…