Folders; *Problem Solving/Critical Thinking/ Social Intelligence/Business Strategy* Today we are going to touch on two fallacies of thinking that have been widely explored. But.... _drumroll_ we still think along those lines. The first is; *Correlation is not Causation* Picture this; You always get tired after walking doesn't mean walking makes you tired. Always get tired after walking - walking correlating with tiredness You get tired because of walking - walking caused.your tiredness Huge difference Maybe you are just low on glucose, energy and not necessarily walking that makes you tired. But why do we get caught up in this thinking? Because naturally we want to find a causation for almost everything right to us finding the causation for why the world was created. So when we find correlation. _Hallelujah_ We immediately tag it as causation because guess they really look life. In fact they look like twins. But the top 1 percenters know that correlation is *not* Causation. They always remind themselves this; Another fallacy is logic proving truth. Logic is not the proof of truth. The fact that something is logically coherent doesn't mean it's true. Obvious? But about 90% of us mistake logic for truth. Once somebody tells us something which logically makes sense(forcefully or inherently) we take it as truth. With no intention to punch holes, to critique, to bend it over. The more interesting part? This fallacy of substituting logic for truth makes us make a lot of assumptions. And to add icing to the cake, we make decisions based on assumptions that were made based on a fallacy of accepting logic as truth. I know its a lot to take in but let's take it slow 🦥. First, daily remind yourself 1) Correlation is not Causation 2) Logic is not the proof of truth At least write it down everyday. NB; Clear Thinking is a rare advantage now.

Folder ; *Negotiation/ Social Intelligence* Today, we are going full war room with Negotiation. What we are going to talk about are reasons or more structurally put layers of reasons. Remember an episode where we talked about reasons behind reasons. These reasons can be classified into what we will call 1)Lateral Reasons 2) Vertical Reasons 1) Lateral Reasons are the reason when someone says or seems to want this, but what they want or want to gain is entirely different. 2) Vertical Reasons are reasons where someone says or seems to want this but what they really want is a layer or couple of layers under what they want. At every negotiating table or scenario, your job as a strategic player is to know or figure out the other parties' 1) Lateral Reasons 2) Vertical Reasons And suggest and find solution or come to an agreement that is going to solve them while maintaining or extending your position Because what people say they want on the surface is malleable when you look at their vertical and lateral reasons . And most times, surprisingly, if all things being equal the other party softens up because his true wants or needs seem to be catered for. So as a top negotiator, look for people's reasons behind their reasons, Their lateral and vertical reasons. In that way your creative negotiation juices flow.

Folder ; Identity Architecture/ Problem Solving Folders; *Identity & Behaviour/ Problem Solving/ Greatness* There's one thing top 1 percenters have mastered. Things in life move in cyclical order; The positive and the negative, the good and bad; the blessings and curses And this is how they operate; The average person seems _to solve a problem_ while the top 1 percenter seeks to break/interrupt a bad cycle The average person wants to become better/best at something, the top 1 percenter seeds a positive cycle. Here's the difference between the two approaches by the different parties. When you aim to interrupt, now problems don't become mansions, they become rooms. When you aim to solve a problem now you have three mansions built in one. When you aim to change or adopt an attitude, a personality, a lifestyle, now you have a whole mansion to buy. When you aim to seed a lifestyle, now you see rooms . This makes the top 1 percenters operate from a different plane and frame of reference from the rest. Picture this scenario; You will see a top CEO , good public speaker dining by himself at a restaurant - to the average Joe it's nothing and may not mean much But to top 1 percenters, they inherently or have come to know that that confidence to dine at the restaurant alone is same confidence that will seed his stage presence. So as a top 1 percenter, your job is to interrupt cycle and seed cycles. NB: When you interrupt the cycle producing the problems, the entire structure weakens. Sometimes interrupting the cycle is not one action. It's different actions. But your goal should be one; to interrupt the cycle. Repeated cycles become identity and repeated identities become destinies.

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