Read Aloud the Text Content

This audio was created by Woord's Text to Speech service by content creators from all around the world.

Text Content or SSML code:

Looking at how similar situations typically evolve is a good way of doing this. For example, let’s consider Jack, a talented Thais Cook, who has an idea of opening a restaurant. His inner voice is very optimistic; focuses on the wonderful position of the 4th street, its dynamic food traffic, and the neighboring Thai restaurants. On the other hand, when he was to think as an outsider, he probably would concern about how the people who had the same idea got along. So, this outside view could focus on the base rates which indicates a high percentage of bankrupting restaurants within their first three years. Although that doesn’t necessarily mean Jack must give up his plans, he should carefully consider this aspect before starting it. Secondly, although asking experts’ projections about your situation sounds like a good idea, you should ask them only about the base rates. Because your case might make them develop an inside look at the situation, so they might also overlook the base rates. So, what you need to learn from them is the analysis, not the predictions. For instance, a lawyer could tell you how many cases like yours have concluded without going to trial, however, he can’t precisely know whether your problem will be solved without a trial. But, do not immediately accept what you hear of, even the opinions that sound very rational. Never forget to delve into them with an analytical eye. For example, let’s say as a Thai cousin lover, you’re looking for a truly decent Thai restaurant, however, the very best you’ve encountered so far has only a 3.5 ratings (out of 5). When you read the reviews, you realize that people mostly gave low rates for the restaurant because of the prices of the foods, they found the food exceptional though. You’re not concerned about the price, so the given base rate of the restaurant doesn’t tell you the essential information that you need to know. Chapter 6 - Leave the plans aside, instead, carry out a harmless trial and see how it’ll go. Generally speaking, instead of jumping through the deep, it would be safe to first dip your feet in the water. This small process, running a small experiment of your ideas is called ooching. Instead of letting our insecure beliefs make us decide on something, give your ideas a harmless try; it would be a wiser strategy. Get an internship, for example, because it provides you with a quick look into the profession you want, so you can choose to continue or give up. Imagine your daughter is attracted by pursuing a career in law, as she thinks that such a profession will make her life meaningful and pay her a notable salary. It would be a normal reaction to not be satisfied with her decision based on no evidence, but if she had told you that decision after completing a traineeship in a law firm, you would have been convinced. Also, we aren’t good at seeing what’s coming. So, we’d better stop trusting our predictions and test. For instance, many companies employ their workers by assessing the interviews as they are under the influence of the interview illusion which suggests that they’ve perfectly assessed the interviewees. However, the ideal way is ooching, by providing a potential employee with a chance to shine up. However, ooching is not always possible. In some cases, total dedication appears as an obligation even from the very beginning. For example, leaving temporarily your sport team just to experience how it feels is not something you can do. Because we shouldn’t break our responsibilities to our teammates. Also, the university isn’t such a place where we can visit just to see if it is our calling. It’s quite the opposite: we should be sure about whether the subject we choose fits us or not. So, instead of wasting your time by considering whether you should be strict with your favorite idea, it would be wise to try it on a small scale. Chapter 7 - If you want to have a broader understanding of your decision, give adequate attention to the future. Our temporary priorities have determinative impacts on our decisions what we believe as important at the moment captures our choices. However, letting it happen might cause some negative results. Fortunately, there are some effective ways to predict long-term consequences. An effective way is being emotionally distant and it is possible if we can visualize the future outcomes by developing a future perspective Since our existing emotions are explicit and accurate unlike the future ones, we often fall into this trap. This is also used as a marketing strategy; sales associates attempt to stimulate us, so we would buy their products based on that temporary excitement. The strategy called 10/10/10 is one of the simplest and effective ways to balance their influence: Test your upcoming emotions by questioning how you would feel about your choice after 10 minutes, 10 months, and maybe 10 years. Another method is to pretend as an observer, or as an outsider. Imagine you’re thinking about calling someone you’ve met before thanks to one of your classes. However, you haven’t had so much conversation together, so you’re not sure he will remember you. So, there are two different ways, you will choose either : (a) trying to know him a bit more after then you will call him (b) calling him anyway. People usually choose the first one for themselves but choose the second one when someone else is of concern. Because we don’t get easily influenced by our short-term emotions about the decisions that someone else has to make. So, if you‘re able to look at your decisions from an outsider standpoint, you will recognize the most critical issues. Usually, these are the points that go unnoticed while you’re busy with less important ones. All in all, asking what you would say your friend to do would help you to choose the best way. So, whenever you feel in a dilemma, pretend as an observer and ask this question. Chapter 8 - If a conflict of values is concerned, recognize what your very priorities are. Short-term emotions are not the only problems in our decision-making process. The ambiguity of our priorities distracts us as well. For example, the excitement of a job offer would disappear after a few days, but you could be still unsure what to choose: either staying in your current place or leave for the new offer. What you should do is determining your essential priorities. Be aware of what you’re most important long-term values, aims, and motivations are. Should you stay at your current firm where you can earn enough money and have occasions to go on holiday, as well as, have enough time to spend with your family and friends? Or should you accept the new job offer, which will give you more responsibility at your charge but pay you better? Maybe you’re the mother of young children and your family is your priority. Or maybe your children have already grown up and become self-sufficient adults so you’re searching for a new challenge. No matter what, determining your essential priorities by doing such will assist you when making a decision. Just after you’ve decided on your core priorities, you should be strict about realizing them. Life is a short journey, so if you want to reserve your time to do whatever your priorities require, you must control the time you spent doing other things. Although we’d like to believe that doing everything by multitasking is possible, the reality isn’t like that. For instance, if someone prioritizes doing the exercise over reading, it means that he’d prefer fitness more than he cares about knowledge, so he’ll need to prepare a well-designed program. Ask yourself, what are you ready to sacrifice, so in the end, you’ll have more energy and time to give for your core priorities? Let’s say your schedule is your final notice board for your priorities. If the preferences can be calculated by the time spent on it, what would appear as your essential priorities? Googling the job announcement on your computer or doing activities with your wife and children? Chapter 9 - To take the risk of possible consequences of your choices, consider the future as a scale, not a certain point. We usually visualize only one potential outcome of our actions and reduce our decisions on that single certain idea that explains how things will evolve. However, there’s no guaranteed way to predict the future correctly. To overcome this nonsense inclination, think equally both the worst and the best possible scenarios. This thinking will help you to understand where you are at the moment and make you ready to act properly when the worst consequence gets close to happening. As an assisting technique, you can apply prospective hindsight – an idea that humans are better at evaluating facts more than possibilities, which is an advantage. Face yourself, “It’s has been one year, and we’ve lost. For what reasons?”, however, avoid the questions like “What would cause me to lose, what could appear and I would end up in failure?” There’s another thing that you need to aware of: get ready to manage any possible success. For instance, let’s say you initiate a new product to the market, do you have enough supplies to meet the demands if it successfully accepted by the customers? Furthermore, you need a safety agent to become ready for any unpredictable development. Think of the elevator as an example: its cables are eleven times more durable than required for it to work. Engineers consider all the details like how much weight that elevator will carry, how tension will be on the cables, and which materials could be proper to carry that weight, etc.- so at the end they decided on eleven. We overconfidently trust our knowledge and capabilities, so allow yourself to use that confidence to balance our predictions.