Thinking in Time show

Thinking in Time

Summary: How to improve the quality of decision-making in very stressful, novel, ambiguous, dynamic, time-pressured situations where potential for loss of life or limb exists.

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 Episode 14: Selflessness & Giving | File Type: audio/mpeg | Duration: Unknown

What Is Your Life’s Blueprint? Six months before he was assassinated, King spoke to a group of students at Barratt Junior High School in Philadelphia on October 26, 1967. I want to ask you a question, and that is: What is your life’s blueprint? Whenever a building is constructed, you usually have an architect who draws a blueprint, and that blueprint serves as the pattern, as the guide, and a building is not well erected without a good, solid blueprint. Now each of you is in the process of building the structure of your lives, and the question is whether you have a proper, a solid and a sound blueprint. I want to suggest some of the things that should begin your life’s blueprint. Number one in your life’s blueprint, should be a deep belief in your own dignity, your worth and your own somebodiness. Don’t allow anybody to make you fell that you’re nobody. Always feel that you count. Always feel that you have worth, and always feel that your life has ultimate significance. Secondly, in your life’s blueprint you must have as the basic principle the determination to achieve excellence in your various fields of endeavor. You’re going to be deciding as the days, as the years unfold what you will do in life — what your life’s work will be. Set out to do it well. And I say to you, my young friends, doors are opening to you–doors of opportunities that were not open to your mothers and your fathers — and the great challenge facing you is to be ready to face these doors as they open. Ralph Waldo Emerson, the great essayist, said in a lecture in 1871, “If a man can write a better book or preach a better sermon or make a better mousetrap than his neighbor, even if he builds his house in the woods, the world will make a beaten path to his door.” This hasn’t always been true — but it will become increasingly true, and so I would urge you to study hard, to burn the midnight oil; I would say to you, don’t drop out of school. I understand all the sociological reasons, but I urge you that in spite of your economic plight, in spite of the situation that you’re forced to live in — stay in school. And when you discover what you will be in your life, set out to do it as if God Almighty called you at this particular moment in history to do it. don’t just set out to do a good job. Set out to do such a good job that the living, the dead or the unborn couldn’t do it any better. If it falls your lot to be a street sweeper, sweep streets like Michelangelo painted pictures, sweep streets like Beethoven composed music, sweep streets like Leontyne Price sings before the Metropolitan Opera. Sweep streets like Shakespeare wrote poetry. Sweep streets so well that all the hosts of heaven and earth will have to pause and say: Here lived a great street sweeper who swept his job well. If you can’t be a pine at the top of the hill, be a shrub in the valley. Be be the best little shrub on the side of the hill. Be a bush if you can’t be a tree. If you can’t be a highway, just be a trail. If you can’t be a sun, be a star. For it isn’t by size that you win or fail. Be the best of whatever you are. — From the estate of Dr. Martin Luther King, Jr.

 Episode 13: Fixed versus Growth Mindset | File Type: audio/mpeg | Duration: Unknown

Grow Your Mindset Which mindset do you have (fixed or growth)? Answer these questions about intelligence. Read each statement and decide whether you mostly agree with it or disagree with it. 1. Your intelligence is something very basic about you that you can't change very much. 2. You can learn new things, but you can't really change how intelligent you are. 3. No matter how much intelligence you have, you can always change it quite a bit. 4. You can always substantially change how intelligent you are. Now, look at these statements about personality and character and decide whether you mostly agree or mostly disagree with each one. 1. You are a certain kind of person, and there is not much that can be done to really change that. 2. No matter what kind of person you are, you can always change substantially. 3. You can do things differently, but the important parts of who you are can't really be changed. 4. You can always change basic things about the kind of person you are.

 Episode 12: Comfortability/Homeostasis | File Type: audio/mpeg | Duration: Unknown

Is your training providing value commensurate with its effort and expense? Challenge homeostasis/comfortability to not just reach your potential but to build it, to make things possible that were not possible before. 50-hours to basic competency.

 Episode 11 Part 2: Special Guest Kelly Sayre | File Type: audio/mpeg | Duration: 46:00

How to improve the quality of decision-making in very stressful, novel, ambiguous, dynamic, time-pressured situations where potential for loss of life or limb exists.

 Episode 11 Part 1: Special Guest Kelly Sayre of The Diamond Arrow Group | File Type: audio/mpeg | Duration: 2:16:00

How to improve the quality of decision-making in very stressful, novel, ambiguous, dynamic, time-pressured situations where potential for loss of life or limb exists.

 Episode 10: 24/7 Situational Awareness | File Type: audio/mpeg | Duration: 45

Full show note to follow.

 Episode 9: District Combatives System Introduction | File Type: audio/mpeg | Duration: 00:52:00

Enough with what others get wrong or don't do. Here is what we do and why we do it. This is a broad overview.  Functional Movement Screen Postural Assessment Performance Testing Knowledge Baseline Tacit -v- Explicit Knowledge Dysfunction -v- Compensation Playful Reasoning

 Episode 8: Grand Strategy | File Type: audio/mpeg | Duration: Unknown

What is your Grand Strategy? This episode introduces the concept of grand strategy and how it applies to you, and more specifically, to personal protection.

 Episode 7: Concepts in Practice | File Type: audio/mpeg | Duration: Unknown

How to improve the quality of decision-making in very stressful, novel, ambiguous, dynamic, time-pressured situations where potential for loss of life or limb exists.

 Episode 6: So you think you're an expert? | File Type: audio/mpeg | Duration: Unknown

In this episode, we further explore what defines an expert, how to acquire expertise, and the relationship of Boyd's orientation, Robert Greene's Life's Task ("The first move toward mastery is always inward--learning who you really are and reconnecting with that innate force."), and answering the question, Who you are?

 Episode 5: General Discussion, Q & A, and more... | File Type: audio/mpeg | Duration: Unknown

Discussion on the altercation between individual and law enforcement officer. Remember, viewing the video, what is visible in the video and excluding all else, what do you observe? Video Expertise DiscussionDeliberate practice involves two kinds of learning: improving the skills you already have and extending the reach and range of your skills. "How can you tell when you're dealing with a genuine expert? Real expertise must pass three tests. First, it must lead to performance that is consistently superior to that of the expert's peers. Second, real expertise produces concrete results. Brain surgeons, for example, not only must be skillful with their scalpels but also must have successful outcomes with their patients. A chess player must be able to win matches in tournaments. Finally, true expertise can be replicated and measured in the lab. As the British scientist Lod Kelvin stated, "If you can not measure it, you can not improve it."   Things to Look Out for When Judging Expertise Individual accounts of expertise are often unreliable. Anecdotes, selective recall, and one-off events all can present insufficient, often misleading, examples of expertise. There is a huge body of literature on false memories, self-serving biases, and recollections altered as a result of current beliefs or the passage of time. Reporting is not the same as research. Many people are wrongly believed to possess expertise. Bear in mind that true expertise is demonstrated by measurable, consistently superior performance. Some supposed experts are superior only when it comes to explaining why they made errors. After the 1976 Judgment of Paris, for example, when California wines bested French wines in a blind tasting, the French wine "experts" argued that the results were an aberration and that the California res in particular would never age as well as the famous French reds. (In 2006, the tasting of the reds was reenacted, and California came out on top again.) Had it not been for the objective results from the blind tastings, the French wine experts may never have been convinced of the quality of the American wines. Intuition can lead you down the garden path. The idea that you can improve your performance by relaxing and "just trusting your gut" is popular. While it may be true that intuition is valuable in routine or familiar situations, informed intuition is the result of deliberate practice. You cannot consistently improve your ability to make decisions (or your intuition) without considerable practice, reflection, and analysis. You don't need a different putter. Many managers hope that they will suddenly improve performance by adopting new and better methods--just as golf players may think they can lower their scores with a new and better club. But changing to a different putter may increase the variability of a golfer's shot and thus hinder his or her ability to play well. In reality, the key to improving expertise is consistency and carefully controlled efforts. Expertise is not captured by knowledge management systems. Knowledge management systems rarely, if ever, deal with what psychologists call knowledge. They are repositories of images, documents, and routines: external data that people can view and interpret as they try to solve a problem or make a decision. There are no shortcuts to gaining true expertise.  How to Practice Deliberately To people who have never reached a national or international level of competition, it may appear that excellence is simply the result of practicing daily for years or even decades. However, living in a cave does not make you a geologist. Not all practice makes perfect. You need a particular kind of practice--deliberate practice--to develop expertise. When most people practice, they focus on the things they already know how to do. Deliberate practice is different. It entails considerable, specific, and sustained efforts to do something you can't do well--or even at all. Research across all domains sho

 Episode 4: Going Mental: Mental Model Application | File Type: audio/mpeg | Duration: Unknown

In this episode, we provide greater color on the practical application of mental models. In personal protection terms, how it can affect your ability to prevail in a violent encounter. Remember, mental models, are comprised of your Individual Experiences, Cultural Experiences, and Institutional/organizational experiences.

 Episode 3: Mental Models & Orientation | File Type: audio/mpeg | Duration: 2:13:47

Mental models, like Boyd's Orientation, are informed by who we are. Mental models are comprised of our individual experiences, institutional/organizational experiences, and cultural experiences. Mental models gain sophistication and complexity as we acquire expertise. These are the two defining characteristics of an experts mental models.

 Episode 2: Orientation and the OODA Loop | File Type: audio/mpeg | Duration: 1:03:00

The OODA loop is commonly cited as a way to beat an adversary or opponent. From the military to business, completing your OODA loop faster than your adversary is cited as a path to victory. Further, Observation is cited as the key to beginning the OODA loop process and Orientation is defined as orienting towards the critical element identified during observation. This is bullshit. And I'm going to tell you why. Don't just take my word, I will use John Boyd's, creator of the OODA loops own words to destroy this gross misrepresentation. First, Observation is NOT the first part of the loop. In fact, Boyd himself states: "Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other phenomena coming into our sensing or observing window. Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection." [Source:  The Essence of Winning and Losing, John Boyd]

 Episode 1: What is Judgment? | File Type: audio/mpeg | Duration: 2:00:08

In the first episode, we establish a working definition of Judgment and explain the three types of judgment. We use the process of analytical discovery of how to match up an understanding of facts, assessment of their relative importance, and creative thought about what to do.

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