Play as Webslides

Ambika K's List: snippets form books

doctor-patient conversation

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communication sensitive medtodo books on 2009-02-13
Sample Chapter for Krause, S.R.: Civil Passions: Moral Sentiment and Democratic Deliberation.

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think books on 2008-09-10
- Action is not the only thing to suffer either, for decision making itself is hindered by efforts to abstract too fully from the influence of the passions
- ecision making depends on the affective experience of concern—specifically attachments, aversions, and desires. Patients with affective impairments may be perfectly capable of logical analysis; often they can reason effectively about the costs and benefits of various courses of action. What they cannot do effectively, the studies show, is decide on a course of action.
- 22 more annotations...
- - Affect has a role in motivating decisions as well as actions, and therefore the motivational deficit associated with rationalist models of deliberation undermines not only compliance but the very process of deliberation itself.
  - “our hostility to aggression is just as passionate as aggression itself.”⁴Behind this hostility, he says, is not a faculty of reason that transcends sentiment but a form of reason infused with sentiment:
  - Our judgments of good and bad, right and wrong, are therefore a function of feeling as much as intellectual understanding.
  - Yet democratic citizens cannot afford to give up on this ideal. Impartiality entails a deliberative perspective that is neither prejudiced nor fragmentary. It involves considering things in a way that is not determined by (or does not simply serve) one’s own interests, narrow sympathies, or idiosyncratic convictions. It is also an inclusive, even comprehensive view, which incorporates the relevant perspectives of all those affected by the object under consideration.
  - Impartiality is also important in the context of individual moral judgment. It aids in social coordination, for one thing, because to coordinate our lives with others we need to be able to think beyond the limits of our own private views. A person whose deliberative perspective was determined exclusively by self-interest without any consideration of the interests or perspectives of others could not succeed in achieving even his own ends over time, much less collective ones. The fact that impartiality helps facilitate social coordination makes it prudent. Impartiality also manifests the virtue that Hume called “humanity,” a reflective sensitivity to the sufferings and the joys of others, even a kind of respect for persons as morally significant. Without this virtue, as Hume saw, one’s personal character would be marked by bigotry, incivility, and ignorance, and it could never bear its own survey.
  - Specific emotions such as anger, sadness, and joy are forms of affect, but so are desires, aversions, and attachments. Many of these states involve beliefs, of course. Anger, for instance, depends on the belief that one has been wronged. Yet as a phenomenological matter, affective states cannot be reduced to belief or understanding; something beyond belief makes our experience of affective modes of consciousness distinctiv
  - brain, regions that differ from those that are activated during purely intellectual activities such as logical analysis
  - Emotions can, but need not, carry the motivating force that makes decision and action possible. I can be sad, for instance, without being motivated to do anything
  - By contrast, desires, aversions, and attachments are marked by a general tendency to motivate us. They have a special connection to the will because they are states of mind that involve a wish
  - Blackburn defines concerns as the “things that we care about, aspects of the situation that present themselves as reasons for or against action.”⁹Like desires, concerns are affectively engaged and practically motivating. Concerns may be “backward-looking, forward-looking, self-centred, not self-centred, moral, [or] non-moral,” but they always refer to things that matter to us, and they entail dispositions for decision and action rather than an orientation of disengaged understanding.¹⁰In contrast to common usages of the term “desire,” however, which are often synonymous with unreflective impulse or appetite, concerns may be reflective and incorporate beliefs. The concern for justice and the desire for fair treatment clearly entail ideas about what justice and fairness mean and why they matter. Concerns combine affective and cognitive modes of consciousness, then, and they will include interests and reflective desires as well as attachments, personal convictions, and the things (whether persons or principles) to which we are emotionally committed. The term “concern” thus parallels Cheryl Hall’s use of the word “passion,” which on her definition involves a cognitive perception of the object of passion as valuable. Yet this perception has an affective valence as well as a cognitive one. As Hall puts it, “to value one thing over another is to care about it, not just to impassively think that it is better. Put the other way around, passion is the affective manifestation of value.”¹¹Concerns are affective states that involve reflective valuing and caring, and that dispose us to decision and action.
  - Concerns are often experienced in connection with specific emotions, such as anger or happiness or grief, but they need not be. It is possible to have a concern for justice, for instance, without (at the moment) experiencing anything other than the sense of its importance, the feeling that it matters, the desire to see it realized.
  - The feeling of anger may not always engage the will in the direct way that desires and aversions do, but anger typically arises when one’s concerns have been thwarted, when something one cares about has been violated
  - Both involve the affective experience of caring in a way that goes beyond mere understanding, although they often include beliefs.
  - “sentiment” to refer to affective states in the widest sense, including not only emotions and concerns but also pleasures and pains. It is worth emphasizing that many (perhaps most) human sentiments, including pleasures and pains, include a cognitive component. Sentiments so conceived figure as inputs in the perspective-taking dimension of moral judgment and public deliberation,
  - Civil Passions thus focuses not only on affect as background concerns but also on the whole range of sentiments that may factor into a specific instance of perspective-taking properly conceived.
  - reason as a faculty of the mind that transcends sentiment is perfectly capable, on its own, of motivating at least decisions if not also actions.
  - Deliberation channels old norms to new cases: it restates an unassailable principle and then shows that the opponent’s argument violates that principle; thus, out of consistency . . . the recalcitrant party is induced to revise his preferences or else recant the principle.¹³
  - On the basis of this recognition, one is free to conclude in favor of either alternative, or to live with the inconsistency. Think of Whitman’s famous lines: “Do I contradict myself? Very well then, I contradict myself, I am large, I contain multitudes.”¹⁴B is brought to support the generic use of feminine pronouns only because he cares about being a gentleman and about acting in ways that are consistent with his professed principles (this “appeals to an image of the self that may be generally agreeable to the obstinate B”).
    
    The affective dimension of deliberation here is easy to miss because it is dressed up in the ostensibly rational garb of “norms” and “principle”—the rejection of feminine pronouns is said to violate the (to B) “unassailable principle” of gentlemanliness—but it should not be difficult to see through this rationalist language to the affective core beneath it. To be sure, B may have strong grounds for considering the ideal of gentlemanliness to be unassailable, but these grounds will not rest on intellect alone. As the passage indicates, there is also an appeal here to a self-image that is desirable. And the ideal of consistency itself must have some appeal.
  - As the empirical research on practical reasoning canvassed in chapter 2 suggests, unless this principle connects up with things B cares about, it will not have the power to conclude his deliberation or determine his action. Because affective concerns such as the desire to be consistent are often widely held and because they may enter consciousness without the fiery blaze of some other desires, it may be easy to forget that they are indeed desires, albeit reflective ones. In fact, such concerns are often mistaken for “reason itself,” generating the erroneous belief that (in this case) the mere cognition of logical inconsistency leads to the revision of one’s views. A better way to understand the desire for consistency (or the desire to be a gentleman) is in terms of what Hume called a “calm passion.” When affective concerns are experienced in a calm fashion “and cause no disorder in the soul, they are very readily taken for the determinations of reason, and are suppos’d to proceed from the same faculty, with that, which judges of truth and falsehood.”¹⁵Calm passions such as the desire for consistency may be mistaken for “reason,” but on reflection we can see that they differ from purely cognitive states in being a form of reflective caring, not merely a type of understanding
  - Your feeling of anger dissipates (perhaps even disappears), and you resolve to begin treating him more justly. It may seem here that reason has eradicated an affective state, or acted directly on your emotions so as to change them. Yet letting go of such misplaced emotions typically requires more than cognitive insight. It also involves the desire not to be dominated in the present by negative experiences from the past, as well as the desires to treat others justly, to avoid unwarranted conflict, and so on. Without these affective concerns, the cognitive insight would have little ability to conclude deliberation or affect action.
  - judgment need not be practical, or action-guiding. Aesthetic judgments, for instance, may have no impact on what we do. Even moral judgments need not directly influence individual behavior. One can evaluate the actions or character of another person as good or bad without oneself being moved to act in any particular way. The point of deliberation, by contrast, is precisely to guide action; hence, deliberation is necessarily practical
  - Although in any particular case one may not act on one’s decision (weakness of will may be a factor here), still one’s purpose in undertaking deliberation always is to decide what to do. Yet if deliberation is distinct from judgment, it nevertheless builds on judgment. The values and principles that guide moral deliberation are (or should be) endorsable from the perspective of impartial moral judgment. Judgment helps us to identify what we should value; deliberation enables us to guide our action in light of these values. It is also important to mark the distinction between individual moral deliberation, on the one hand, and public deliberation about matters of law and social policy, on the other. At least in liberal democracies, public deliberation calls for additional criteria beyond what is required for individual impartiality in moral deliberation. It requires fair procedures, for example, as well as the constraint of sound constitutional principles and norms of equal access, accountability, publicity, and reciprocity. These additional requirements speak to the distinctive demands of political legitimacy. Still, sound public deliberation builds on the impartiality of individuals much as deliberation itself builds on judgment. Consequently, a theory of moral judgment can illuminate important aspects of public deliberation.
Robbins & Cotran Pathologic Basis of Disease Online

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paraclinicalmed books on 2008-09-10
MARCUS BUCKINGHAM

clarity,needs,leader,manager

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relate books on 2008-08-19
bookoutlines wiki / Love is the Killer App

share,network,say

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relate books on 2008-08-26
bookoutlines wiki / Instant Persuasion

dos & donts

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communication relate books on 2008-08-26
bookoutlines wiki / Punished by Rewards

mindful thinking, collaboration, managing, teacher-guidance,assigning

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relate books on 2008-08-25
48 LAWS OF POWER

SOMETHING ABOUT STAYING ALOOF BUT CAN BE SIZED DOWN TO MY HUMBLE BELIEFS ALGORITHMS. I SHALL MAKE A DEDUCED ONE IN MY NOTEBOOK.GOT THIS WHILE SEARCHING BOOKS ON EXECUTION.

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feel relate books on 2008-08-18
tipping point-malcolm gladwell

types of people-connectors,maverns,sales..peolpe dominate one/share>1

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people books on 2008-08-16
entreprenuals manual-richard white

management[organnz,control,motvatn]founders,market gap[long viblty,segment,presales,jamming]

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entrepreneur books on 2008-08-16
Sample Chapter for Bauer, S.W.: The Art of the Public Grovel: Sexual Sin and Public Confession in America.

confess=apology+sin acknowledg.

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communication sensitive books on 2008-09-23 and saved by 2 people
- Apology and confession are not the same. An apology is an expression of regret: I am sorry. A confession is an admission of fault: I am sorry because I did wrong. I sinned.
- There was no admission of wrongdoing here, merely a description of the evening’s happenings, along with an apology.
- 2 more annotations...
- - An apology, as psychiatrist Aaron Lazare has pointed out, can be made when there is no real sin involved (“I am sorry that I tore the sweater you lent me” acknowledges nothing more than misfortune); an apology may even be made by someone who has not erred, on behalf of those who have
  - Confession is harder. Confession requires that the accused give up innocence and self-defense, taking moral responsibility for an evil act. Apologies can be made with ease, but confessions are painful.
bookoutlines / Emotional Intelligence

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books decision on 2008-10-12
- how emotions are displayed in private moments -- is how we're molded by our culture
- Emotions are key for good decision making, as dry logic alone sometimes can't help us work through an unwieldy array of choices.
- 14 more annotations...
- - Our emotional mind is subject to "hijacking" -- the limbic brain procliams an emergency and triggers a reaction before our neocortex can process whether such action is a good idea. Our emotionally charged memories are also stored in a different part of our brain than ordinary facts.
  - People with well-developed emotional skills are also more likely to be content and effective in their lives, mastering the habits of mind that foster their own productivity; people who cannot marshal some control over their emotional life fight inner battles that sabotage their ability for focused work and clear thought."
  - In intrapersonal intelligence, the key to self-knowledge, includes access to one's own feelings and the ability to discriminate among them and draw upon them to guide behavior.
  - emotional self-awareness include "I shouldn't feel this way," "I'm thinking good things to cheer up," and, for a more restricted self-awareness, the fleeting thought "Don't think about it" in reaction to something highly upsetting.
    Are you a "passionate" or an "indifferent"?
  - feeling is critical to making decisions...emotional wisdom garnered through past experiences. Logic alone can't decide what job to take or who to marry.
  - Deep immersion in the issue with serious reflection can lead to insights or actions that will change conditions. But passive immersion in sadness will simply make it worse.
  - lift your mood is to achieve a small triumph or easy success: tackling a long delayed chore
  - In bad relationships, when one partner screws up, the other blames it on the character of the person, not a misdeed.
    When a wife shows the facial expression of disgust four or more times within a fifteen-minute conversation, it's a silent sign that couple is likely to separate within four years
  - In bad relationships, when one partner screws up, the other blames it on the character of the person, not as a misdeed.
    When a wife shows the facial expression of disgust four or more times within a fifteen-minute conversation, it's a silent sign that couple is likely to separate within four years
  - In bad relationships, when one partner screws up, the other blames it on the character of the person, not on misdeed.
    When a wife shows the facial expression of disgust four or more times within a fifteen-minute conversation, it's a silent sign that couple is likely to separate within four years
  - We're often too frugal with praise and too willing with criticism
  - When criticizing:
    - be specific
    - offer a solution
    - be present
    - be sensitive
  - It's more practical to try to suppress the expression of bias rather than trying to eliminate the attitude itself; stereotypes change very slowly
  - single most important factor in group productivity is not average IQ, but the group's collective emotional intelligence.
bookoutlines / Yes!

WHEN YOU HAVE TO MAKE YOUR POINT CHECK IF YOU'RE ALERT.
BELIEF IN BELIEF MORE WHEN DISTRACTED/TIRED.
INTENSE EMOTIONS -FAIL TO CONTRAST MAGNITUDE & CHECK ONLY PRESENCE/ABSENCE. WHEN FEELING OUT OF CONTROL/STRESS-SUCCEPTIBLE OT CLASSIFY/JUDGE/PATTERN.
NICKNAME/EYES/MIRROR- INCREASE CONSISTENCY WITH OUR VALUES. Label people with the traits you want them to show.
ACTIVE COMMITMENTS=GET THEM TO WRITE SOMETHING DOWN.
MEMORY IS CONTEXT SENSITIVE.
INITIATIVE INCREASES ON INITIATIVE.
CLARITY/INFO -ANTIDOTE TO ANXIETY/INSECURITY.
PERSUADE BY INCREASING FLUENCY/PICTURE EASY REASONS. If you have a big request first get them to agree to a smaller request
Point out scarcity, uniqueness, limited time
ADMIT WEAKNESS+ PLAN OF ACTION TO MITIGATE.
WELCOME DISSENT=WHO HOLD THEIR OPINIONS TRULY WITHOUT REASONS.
TAKE COLLECTIVE INPUT BUT ONE DESICION.
COMMON REALITY-EMPATHIZE- Guide them in a direction by saying how this fits with their previously stated values.
EXPRESS THE VALUE OF WHAT YOU ARE GIVING. FAVOR=GENEROSITY>>MONETARY.

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books communication entrepreneur sensitive idea decision on 2008-10-14
- Relate to the audience in a way so that they see themselves in you
- When you give something away you have to express its value otherwise it will be seen as cheap. This is true for gifts and for when you’re giving someone else your time.
- 23 more annotations...
- - Fear without a plan for action causes apathy
  - Generosity: Reciprocity is a more powerful incentive than money. People feel compelled to return favors.
  - Willingness to return a favor declines over time
  - If you have a big request first get them to agree to a smaller request
  - Label people with the traits you want them to show
  - Active commitments - Get them to write something down
  - Tell them you would have done the same thing in their situation. Guide them in a direction by saying how this fits with their previously stated values
  - Never list your accomplishments yourself - this is boasting - you can put your awards on display on a slide and that is more indirect. Amusingly, even if the person is paid to speak positively on your behalf it still works
  - ask for advice and collective input, though the decision can still be wholly yours. Collective decision making doesn’t really work there are too many differing opinions.
  - Have true dissenters, not just people playing Devil’s Advocate and you will have richer, more complicated discussion with more innovative solutions and conclusions. Leaders should encourage disagreement. If you don’t believe a person actually holds their opinion, a Devil’s advocate, then you don’t take it as seriously as someone who actually has good reason for their opinion.
  - Admitting your weaknesses earns the trust for people to be willing to listen to your strengths
    When you admit your weaknesses acknowledge the strength associated with it if there is one.
    Take responsibility for your mistakes - faulting internal factors shows you had control over the situation but failed, where as when you place blame on external factors, it shows it is out of your control and could just as easily happen again. If possible describe a plan of action for how next time will be different
  - Point out scarcity, uniqueness, limited time, rarity, exclusivity
  - People are more worried about potential losses than potential gains
  - ”Because“ helps for simple things even if you have a totally nonsequiter reason. But helps a lot if you have a good reason
  - Generating persuasiveness by asking for reasons works only if its easy to come up with reasons - 3 may work 10 will not - You can use reverse on competition by asking customers to recall too many virtues about your competition. Also how easy someone can visualize going somewhere, doing something, or using something affects persuasion. This is all about fluency, we associate right and wrong with how easy something is to do.
  - people feel more secure with more information
  - People are more likely to help when you indicate you’ve already started and made initial progress - or give someone some bonus to get them started initially- momentum is the biggest hurdle - Instead of buy 8 and get the 9th free. Have it buy 10 and start it off with two.
  - Memory is context sensitive
  - A mirror or another way of causing people to look at themselves makes them act more consistently with their values like honesty and trustworthiness. Wearing a name tag or displaying a name as similar effect - like at a meeting or an online handle - Also it doesn’t need to be a mirror it could just be a picture of some eyes.
  - When one is emotionally sad or down they are more likely to sell low and buy high. When people are emotionally charged in either direction, happy or sad they are likely to only pay attention to presence or absence of something, the magnitude makes no difference. Focusing on numbers increases rationality - be aware of your mood when making important decisions. Give time for emotions to subside to prevent carry over from your state. Put off deliberations if one party is under stress - they’ll perceive you as more empathetic.
  - Whenever someone makes a statement we accept it as true & can only reject it a fraction of a second later. But this takes more mental energy to falsify - this is harder to do when we are tired, or distracted. And it is even more persuasive if you momentarily distract someone by announcing the price in pennies and then say ”it is a bargain“ - ”during a moment of distraction a salesperson can stealthily insert a persuasive assertion under the radar.
  - Arguments are more persuasive when people are alert - so drink coffee and don’t present right after lunch - summarize your best points in the middle of the speech, for one because caffeine takes 40 min to take affect and halfway through they will reach peak alertness
  - Individualists are more concerned with conveying info, collectivists are more concerned about building and maintaining relationships
bookoutlines / How We Choose To Be Happy

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books feel on 2008-10-15
- It's a rich sense of well-being that comes from knowing you can deal productively and creatively with all that life offers--both the good and the bad. It's knowing your internal self and responding to your real needs, rather than the demands of others. And it's a deep sense of engagement--living in the moment and enjoying life's bounty
- Happiness is the result of our conscious responses to boththe wonderful and tragic components of life.
- 10 more annotations...
- - conscious decision to choose happiness over unhappiness.
    
    As you go through your day, do you actively intend to be happy?
  - As you go through your day, do you actively intend to be happy?
  - The choice to create the life you want to live, to assume full personal responsibility for your actions, thoughts, and feelings, and the emphatic refusal to blame others for your unhappiness.
  - Which choice or direction will truly make me happiest?
  - non-negotiable insistence on making that which creates happiness central in your life.
  - Do you allow yourself to feel unhappy emotions deeply, and then move through sadness by converting it into new insight and meaning?
  - Are you aware of opportunities? Do you take risks? Are you flexible enough to jump into the unknown for the experience of trying something important or new?
  - Rather than thinking about the past or worrying about the future, are you aware of the moment and appreciative of your life?
  - give to the world at large without the expectation of a "return."
  - Are you truthful with yourself and others?
Influence

accept uninvited favors but keep a tab if it is trick to make us respond with a favor or consession.
when you are feeling pressurized to be consistent to a commitment ask "if i could go back would i have made this commitment?"
what others are doing & their behaviour should'nt form a sole basis for decision-making.
forget attractiveness/similarity/familiarity/compliments/cooperation/association with events. OBJECTIVELY SEPARATE REQUESTER FRON THE REQUEST. make decisions,commitments & offer compliance based upon actual merits of the request.
direct attention away from titles/clothing/automobiles & towards actual evidence for authority status/expert. consider not just the expert's knowledge in the situation, but also his or her trustworthiness/truthfulness. be wary of the initial honesty to make subsequent info seem more credible.
be alert ot the rush of emotions involving scarcity & assess why we really want & objectively need the oppurtunity.

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books psychology influence persuasion on 2009-08-28 and saved by 32 people
- obligating the recipient to an act of repayment in the future--the rule for reciprocation allows one individual to give something to another with the confidence that it is not being lost.
- development of various kinds of continuing relationships, transactions, and exchanges that are beneficial to society. Consequently, virtually all members of society are trained from childhood to abide by this rule or suffer serious social disapproval.
- 24 more annotations...
- - tactic to gain probable compliance would be to give something to someone before asking for a favor in return.
  - uninvited first favors, which reduces our ability to decide whom we wish to owe and putting the choice in the hands of others
  - The rule can spur unequal exchanges. That is--to be rid of the uncomfortable feeling of indebtedness, an individual will often agree to a request for a substantially larger favor, than the one he or she first received.
  - "rejection-then-retreat technique", or door-in-the-face technique, relies heavily on the pressure to reciprocate concessions. By starting with an extreme request that is sure to be rejected, the requester can then profitably retreat to a smaller request--the one that was desired all along. This request is likely to now be accepted because it appears to be a concession.
  - The best defense against manipulation by the use of the Rule of Reciprocity to gain compliance is not the total rejection of initial offers by others. But rather, accepting initial favors or concessions in good faith, while also remaining prepared to see through them as tricks--should they later be proven so. Once they are
    seen in this way, there is no longer a need to feel the necessity to respond with a favor or concession.
  - by being consistent with earlier decisions we can reduce the need to process all the relevant information in future similar situations.
  - That is--after making a commitment, taking a stand or position, people are more willing to agree to requests that are consistent with their prior commitment.
  - Commitments are most effective when they are active, public, effortful, and viewed as internally motivated and not coerced.
  - may add new reasons and justifications to support the wisdom of commitments they have already made. As a consequence, some commitments remain in effect long after the conditions that spurred them have changed.
  - how to reduce susceptibility to contrived social proofs would include a greater sensitivity to clearly counterfeit evidence. That is--what others are doing and their behavior should not form a sole basis for decision-making.
  - A bad feeling in the pit of the stomach may appear when we realize that we are being pushed by commitment and consistency pressures to agree to requests we know we don't want to perform.
    Our heart may bother us when it is not clear that an initial commitment was right.
    
    At such points it is meaningful to ask a crucial question, "Knowing what I know now, if I could go back, would I have made the same commitment?"
  - attractive people are more persuasive both in terms of getting what they request and in changing others' attitudes.
  - Similarity--is a second factor that influences both Liking and compliance
  - compliments most often enhance liking and can be used as a means to gain compliance.
  - Increased familiarity--through repeated contact with a person or thing is yet another factor that normally facilitates Liking.
  - One positive circumstance that may works well is mutual and successful cooperation.
  - positive effect of simply associating themselves with favorable events and distancing themselves from unfavorable ones.
  - step back from some social interaction and objectively separate the requester from his or her offer or request. We should make decisions, commitments and offer compliance based upon the actual merits of the offer or request.
  - Three types of symbols have been demonstrated through research as effective in this regard:
    
    Titles
    Clothing
    Automobiles.
  - Is this authority truly an expert?
    How truthful can we expect this expert to be?
    
    The first question directs our attention away from symbols and toward actual evidence for authority status. The second advises us to consider not just the expert's knowledge in the situation, but also his or her trustworthiness. With regard to this second consideration, we should be alert to the trust-enhancing tactic in which a communicator may first provide some mildly negative information about himself or herself. This can be seen as a strategy to create the perception of honesty--making subsequent information seem more credible to those listening.
  - psychological reactance theory, people respond to the loss of freedom by wanting to have it more.
  - things have higher value when they have become recently restricted--more than those than those things that were restricted all along have.
  - People are most attracted to scarce resources when they compete with others for them.
  - attempt to be alert regarding the sudden rush of emotions in situations involving scarcity. Perhaps this awareness may allow us to remain calm and take steps to assess the merits of an opportunity in terms of why we really want and objectively need.
bookoutlines / Predictably Irrational

relative comparisions, anchoring, privelage-work -------[question your repeated behaviours, pay attention to your first decision]
loss averse in normal transactions but value free more immensely since no visible loss.
willing to workhard for free/nonmonetary gift[social norm] but moderately to high pay[market norm].
market frame of mind -selfish,selfreliant,alone.
market norms drive out social norms & takes longer time/rare to reestablish social norms.
maintain social norms under all circumstances since take personal offence.
social norms are cheaper & more effective than money to motivate people to pitch in.
during a state of arousal promises are held up.
imposed divided deadlines improved performance. admit weakness to be in a better position to utilize tools for precommitment. use appointment/announce for accountability.
not to forget -by a refundable penalty / predictable & easy procedure.
to counteract sunk costs view all transactions as non-owner.
consciously choose to close doors that suck our energy/commitments to stop distractions from main objectives.
expectations changing our sensory experience[even words/images/brand/appearance] beforehand mould our opinions & we even follow through - hence presenting facts without revealing delegated actions help recognize truth without prejudices.
price effects efficacy assumption.
when tempted to cheat, high/low risk of getting caught doesnt influence but more by our ability to rationalize the cheating.
we dont consider little transgressions as dishonesty.we cheat easily on non-monetary things.
we are more honest when we sign a moral commitment.
plan out before & stick to it for personal utility to avoid swaying to what others choose to gain reputational utility.

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decision starred books on 2009-01-19 and saved by 43 people
- We always seek to draw comparisons. Thus, given three choices, A, B (very distinct, but equally as attractive as A), and A- (similar to A, but inferior), we will almost always choose A, because it is clearly superior to A-.
- We always seek to draw comparisons. Thus, given three choices, A, B (very distinct, but equally as attractive as A), and A- (similar to A, but inferior), we will almost always choose A, because it is clearly superior to A-.
- 69 more annotations...
- - When contemplating the purchase of a $25 pen, the majority of subjects would drive to another store 15 minutes away to save $7
    When contemplating the purchase of a $455 suit, the majority of subjects would not drive to another store 15 minutes away to save $7
  - When contemplating the purchase of a $455 suit, the majority of subjects would not drive to another store 15 minutes away to save $7
  - Fallacy of Supply and Demand
    
    Anchoring has a major long-term effect on our willingness to pay.
  - with black pearls next to diamonds, rubies, and emeralds. Soon, black pearls were considered precious.
  - consider whether or not they would pay that amount for certain items. Then they bid on those items.
    For every product, those with a 80-99 SSN were willing to pay more than those with a 00-19 SSN...by nearly 3X.
  - who move to a new city remain anchored to the prices they paid in their previous city.
  - Herding: Assuming that something is good (or bad) on the basis of other people's previous behavior
  - privilege costs them considerable money, but if they were offered wages for the service, that would turn it into work, and then they would resign."
  - train yourself to question your repeated behaviors. You should also pay particular attention to the first decision in a long stream of decisions.
  - supply and demand are not independent; supply-side variables like MSRP can impact willingness to pay. Price "memory" can also have a major impact.
  - normal transactions, we consider both upside and downside. But when something is free, we forget about the downside.
    "Free" makes us perceive what is being offered as immensely more valuable than it really is
    Humans are loss-averse; when considering a normal purchase, loss-aversion comes into play
    But when an item is free, there is no visible possibility of loss
  - People will wait in line for absurdly long times to get something for free.
    Free is one of the most powerful ways to trigger behavior
  - Social norms such as reciprocity are warm and fuzzy, with no explicit quid pro quo
  - Participants worked harder under non-monetary social norms
  - Market norms drive out social norms.
  - They reacted to explicitly priced gifts in exactly the same way they reacted to cash.
  - "People are willing to work free, and they are willing to work for a reasonable wage, but offer them just a small payment and they will walk away."
  - Small gifts don't constitute a market norm, and keep things in the social realm
  - They reacted to explicitly priced gifts in exactly the same way they reacted to cash.
  - thinking about money puts one in a market frame of mind. Subjects were:
    More selfish and self-reliant
    Wanted to spend more time alone
    Were more likely to select individual tasks rather than those that required teamwork
    Chose to sit farther away from others
  - market frame of mind. Subjects were:
    More selfish and self-reliant
    Wanted to spend more time alone
    Were more likely to select individual tasks rather than those that required teamwork
    Chose to sit farther away from others
  - social relationships are not easy to reestablish. Once a social norm is trumped by a market norm, it will rarely return.
  - Imposing a fine inadvertently replaced social norms with market norms. Parents decided to since they were being fined, they could decide whether or not to be late, and frequently chose to be late.
  - Rather than reverting to social norms, parents now concluded that there was no penalty for tardiness.
  - If you want a social relationship, go for it, but remember that you have to maintain it under all circumstances.
  - If you think you need to play rough, don't waste money making your company the fuzzy feel-good choice. State what you give and what you expect in return--it's just business.
  - take personal offense when a relationship framed as a social exchange turns out to be a market one.
  - If corporations started thinking in terms of social nroms, they would realize that these norms build loyalty and--more important--make people want to extend themselves to the degree that corporations need today: to be flexible, concerned, and willing to pitch in.
  - If you want a social relationship, go for it, but remember that you have to maintain it under all circumstances
  - It's the social norms--pride in their profession and a sense of duty--that will motivate them to give up their lives and health.
  - Money, as it turns out, is very often the most expensive way to motivate people. Social norms are not only cheaper, but often more effective as well.
  - Someone may promise to just say no, but that promise is less likely to hold up during a state of arousal
  - The third group was directed to turn their papers in on the 4th, 8th, and 12th weeks.
    The results?
    Group 3 (imposed deadlines) got the best grades. Group 2 (no deadlines) got the worst grades, and Group 1 (self-selected deadlines) finished in the middle.
  - almost everyone has problems with procrastination, those who recognize and admit their weakness are in a better position to utilize available tools for precommitment and by doing so, help themselves overcome it.
  - if we don't have the will to exercise regularly alone, we can make an appointment to exercise in the company of our friends. These are tools that we can commit to in advance, and they may help us be the kind of people we want to be.
  - Charge a $100 deposit, refundable when the patient shows up on time rather than procrastinating.
  - Repackage procedures so that they are predictable and easily done.
  - Why not make comprehensive physicals simple? Then layer in a financial penalty for missing them.
  - "endowment effect" means that when we own something, we begin to value it more than other people do.
  - We focus on what we might lose, rather than what we might gain
  - We assume that other people will see the transaction from the same perspective as we do
  - The more work you put into something, the more ownership you begin to feel for it
  - We can begin to feel onwership even before we own something (The "eBay effect")
    This is why trials and money-back guarantees work so well!
  - To counteract the endowment effect, try to view all transactions as a non-owner.
  - "What we need to do is to consciously start closing some of our doors....We ought to shut them because they draw energy and commitment from the doors that should be left open--and because they drive us crazy.
  - When we focus on the similarities and minor differences between two things, we fail to take into account the consequences of not deciding. Flip a coin and move on
  - If you tell people up front that something might be diststeful, the odds are good they'll end up agreeing with you--because of their expectations.
  - If the knowledge merely informs us, whether you found out about the vinegar before or after the tasting should be irrelevant
  - if the knowledge actually reshapes sensory experiences, being told beforehand would have a radically different effect.
  - People who were told afterwards about the vinegar liked the beer just as much as those who weren't aware of the vinegar at all. In other words, knowledge affected the sensory experience.
    And people followed through on their opinion
  - use exotic descriptions to improve the perceived taste
  - arrange it artistically on fancy
  - brand was able enhance activity in the brain's pleasure center, actually changing the experience
  - Not only do we react differently based on stereotypes of others, we react differently based on stereotypes about ourselves
  - A first group was asked questions related to their gender, then given a math test. A second group was asked questions related to their race, then given a math test.
    The second group did better
  - The polite word group waited 9.3 minutes before they interrupted.
    The rude word group waited only 5.5 minutes
  - "ancient." These people walked more slowly
  - presenting the facts, but not revealing which party took which actions) might help people better recognize the truth.
  - price has an impact on efficacy.
  - The effect declined when subjects were asked to stop and reflect on the relationship between price and quality. They were far less likely to assume that discounted drinks were less effective.
  - Given the opportunity, many honest people will cheat
  - Once tempted to cheat, students didn't seem to be influenced by the risk of getting caught; even when we have no chance of getting caught, we still don't become wildly dishonest.
  - For little transgressions like taking a single pen, we don't even consider how these actions would reflect on our honesty.
  - This indicated that it was not the Commandments themselves that encouraged honesty, but the mere contemplation of a moral benchmark of some kind."
    Perhaps we can have people sign secular statements--similar to a professional oath--to remind us of our commitment to honesty.
  - Cheating is a lot easier when it's a step removed from money
  - Overall, cheating is not limited by risk; it is limited by our ability to rationalize the cheating to ourselves.
  - .People, particularly those with a high need for uniqueness, may sacrifice personal utility in order to gain reputational utility
  - Plan out your order before your waiter approaches, and stick to it. Don't be swayed by what other people choose.
  - Our irrational behaviors are neither random nor senseless--they are systematic and predictable
Ben Casnocha: The Blog: Favorite Sentences and Paragraphs from Infinite Jest

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books on 2009-02-23 and saved by 2 people
Mind Hacks: The psychology of being scammed

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decision state books on 2009-05-17 and saved by 3 people
- offer look like a legitimate one being made by a reliable official institution or established reputable business.
- provoke intuitive reactions and reduce the motivation of people to process the content of the scam
- 9 more annotations...
- - impression that the offer is unique to the recipient
  - to make small steps of compliance to draw them in, and thereby cause victims to feel committed to continue sending money.
  - led to focus on the alleged big prize or reward in comparison to the relatively small
  - unduly undiscriminating about who they allow to persuade them.
  - knowledge can increase rather than decrease the risk of becoming a victim
  - more cognitive effort into analysing scam content than non-victims
  - people who fall for scams often have a feeling that it's dodgy
  - If it seems to good to be true, it probably is.
  - those things that we think make us resistant to scams (a keen analytical mind) are not what help us avoid being a victim.
bookoutlines / The 33 Strategies of War

expose to adversity. get tough. react ruthlessly. fight fire with fire. have presence of mind in chaos. balance emotion with rationality.

go on a moral crusade. be righteous, clean from blame/targets. do not group think. make faster decisions.

deter with a threatening presence. trade for valuable time. look into costs of war- goodwill/revenge.

uncompromising.
chunk into defeatable parts. loose battles but win the war. target the enemy army mind & what it cherishes. control the relation. pressurize your terms in negotiations. avoid entanglements where there are no realistic exits.

dominate in disguise of submission.
feed their perception & isolate them from what is going on. stay ordinary to hit line of least expectation out of blue. be elusive & lead them to chase into void. conquer small bits to elude attention.

faster decisions, sudden attack, close access, create dilemas, instill doubts, send less detailed messages, question motives as evil, irritate, distract, lure, criticise their alliance to isolate them.
increase chaos, uncertainity, overreaction, overwhelm, emotion, error, overthinking.
decrease resolve, willpower, strategy, maneuver, choices, support, resistance.

army- inwardly declare war. their survival is tied to success of the cause. lead without constraining. participate without groupthinking. independent gorups for controlled chaos.
alliance - further your own by compensating your deficiencies, do your dirty work, to fight your wars.
if you want something, dont fight, join them to slowly make it your own or stage a coup at right moment.

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state entrepreneur books on 2009-06-07
Ben Casnocha: The Blog: Book Review: On Beauty by Zadie Smith

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buy books on 2009-09-12

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Ambika K

22 items | 21 visits

Updated on 2009-08-25
Created on 2008-09-10

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Ambika K's List: snippets form books

doctor-patient conversation

Sample Chapter for Krause, S.R.: Civil Passions: Moral Sentiment and Democratic Deliberation.

Robbins & Cotran Pathologic Basis of Disease Online

MARCUS BUCKINGHAM

bookoutlines wiki / Love is the Killer App

bookoutlines wiki / Instant Persuasion

bookoutlines wiki / Punished by Rewards

48 LAWS OF POWER

tipping point-malcolm gladwell

entreprenuals manual-richard white

Sample Chapter for Bauer, S.W.: The Art of the Public Grovel: Sexual Sin and Public Confession in America.

bookoutlines / Emotional Intelligence

bookoutlines / Yes!

bookoutlines / How We Choose To Be Happy

Influence

bookoutlines / Predictably Irrational

Fallacy of Supply and Demand

Ben Casnocha: The Blog: Favorite Sentences and Paragraphs from Infinite Jest

Mind Hacks: The psychology of being scammed

bookoutlines / The 33 Strategies of War

Ben Casnocha: The Blog: Book Review: On Beauty by Zadie Smith

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