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The Brand Dependence Model: Identify & Mitigate Your Danger Blocks

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Ahmed AlAnsari

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“Esperanza Impossible Sonnet 30 There is nothing free about your will, All of it is conditioned to the hilt. If you are to foster any original will, A lot of soil you've got to till. Perception is not observation, Perception is prediction. The brain doesn't care about observing, It only puts forward a self-serving illusion. Your will is but puppet to that illusion, Which means you are but a puppet to evolution. You do have the brain power to take control, But it'll take a lot of inconvenient self-correction. If you can do that, you shall rise as sapiens. Or you'll just end up as compost in nature's garden.”

Good And EvilFree WillHuman BehaviorEvolutionary PsychologySelf RegulationNeurologyEthics And MoralityCognitive BiasesNeuroscience PoetryPsychology Poem
Book:Esperanza Impossible: 100 Sonnets of Ethics, Engineering & Existence
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“Wikipedia: False consensus effect In psychology, the false consensus effect, also known as consensus bias, is a pervasive cognitive bias that causes people to “see their own behavioral choices and judgments as relatively common and appropriate to existing circumstances”. In other words, they assume that their personal qualities, characteristics, beliefs, and actions are relatively widespread through the general population. This false consensus is significant because it increases self-esteem (overconfidence effect). It can be derived from a desire to conform and be liked by others in a social environment. This bias is especially prevalent in group settings where one thinks the collective opinion of their own group matches that of the larger population. Since the members of a group reach a consensus and rarely encounter those who dispute it, they tend to believe that everybody thinks the same way. The false-consensus effect is not restricted to cases where people believe that their values are shared by the majority, but it still manifests as an overestimate of the extent of their belief. The false-consensus effect can be contrasted with pluralistic ignorance, an error in which people privately disapprove but publicly support what seems to be the majority view (regarding a norm or belief), when the majority in fact shares their (private) disapproval”

Cognitive Biases
Author:Wikipedia Contributors
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“Inaction driven by the belief that we have no control creates a breeding ground for unaccountability. Believing this can excuse us from making proactive decisions, we tend to shirk responsibilities, resulting in a dangerous cycle of unaccountability as we fail to take responsibility for the outcomes we can influence, thus we we attribute our inaction to external factors rather than our own choices. By not recognizing the control we do have, we passively allow life to happen to us rather than actively shaping our destinies.”

AccountabilityCognitive BiasesControl IllusionThe Illusion Of Control
Author:Carson Anekeya
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“Results of a recent survey of 74 chief executive officers indicate that there may be a link between childhood pet ownership and future career success. Fully 94% of the CEOs, all of them employed within Fortune 500 companies, had possessed a dog, a cat, or both, as youngsters. The respondents asserted that pet ownership had helped them to develop many of the positive character traits that make them good managers today, including responsibility, empathy, respect for other living beings, generosity, and good communication skills. For all we know, more than 94% of children raised in the backgrounds from which chief executives come had pets, in which case the direction of dependency would be negative. Maybe executive success is really related to tooth brushing during childhood. Probably all chief executives brushed their teeth, at least occasionally, and we might imagine the self-discipline thus acquired led to their business success. That seems more reasonable than the speculation that “communication skills” gained through interacting with a childhood pet promote better relationships with other executives and employees.”

CausalityCognitive BiasesFallaciesCognitive DistortionsPop Psychology
Book:Rational Choice in an Uncertain World: The Psychology of Judgement and Decision Making
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“Perhaps the fundamental precept of probabilistic analysis is the exhortation to take a bird’s-eye, distributional view of the situation under analysis (e.g., a dice game, the traffic in Boulder, crimes in Pittsburgh, the situation with that troublesome knee) and to define a sample space of all the possible events and their logical, set membership interrelations. This step is exactly where rational analysis and judgments based on availability, similarity, and scenario construction diverge: When we judge intuitively, the mind is drawn to a limited, systematically skewed subset of the possible events. In the case of scenario construction, for example, we are often caught in our detailed scenario—focused on just one preposterously specific outcome path.”

IntuitionDecision MakingStatisticsProbabilityRational ThinkingBig PictureBiasesCognitive BiasesProbabilistic Analysis
Book:Rational Choice in an Uncertain World: The Psychology of Judgement and Decision Making
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“As we confront the challenges of an increasingly interconnected world, the imperative to seek multiple perspectives becomes ever more pressing. The human capacity for reasoning empowers us as problem solvers, yet it also renders us susceptible to shortsightedness. We’re full of cognitive biases and they often blind us to potential loopholes and weaknesses in our plans. However, lurking behind every solution lies the lurking threat of the cobra effect, poised to strike back with unintended consequences. By soliciting input from a range of perspectives, we gain a more holistic understanding of the system at play, enabling us to navigate potential pitfalls with greater foresight and agility.”

Problem SolvingUnintended ConsequencesCognitive BiasesFixes That FailThe Cobra Effect
Author:Carson Anekeya
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“A reality of personal productivity is that humans are not great at estimating the time required for cognitive endeavors. We’re wired to understand the demands of tangible efforts, like crafting a hand ax, or gathering edible plants. When it comes to planning pursuits for which we lack physical intuition, however, we’re guessing more than we realize, leading us to gravitate toward best-case scenarios for how long things might take. We seem to seek the thrill that comes from imagining a wildly ambitious timeline during our planning: “Wow, if I could finish four chapters this fall, I’d really be ahead of schedule!” It feels good in the moment but sets us up for scrambling and disappointment in the days that follow. By deploying a blanket policy of doubling these initial estimates, you can counter this instinct toward unjustified optimism. The result: plans that can be completed at a more leisurely pace. The fear here, of course, is that by doubling these timelines, you’ll drastically reduce what you accomplish. But your original plans were never realistic or sustainable in the first place.”

ProductivityPlanningOptimistTimelinesBusiness PlanningCognitive BiasesEstimatesCognitive Fallacy
Book:Slow Productivity: The Lost Art of Accomplishment Without Burnout
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“Inaction driven by the belief that we have no control creates a breeding ground for unaccountability. Believing this can excuse us from making proactive decisions, we tend to shirk responsibilities, resulting in a dangerous cycle of unaccountability as we fail to take responsibility for the outcomes we can influence, we attribute our inaction to external factors rather than our own choices. By not recognizing the control we do have, we passively allow life to happen to us rather than actively shaping our destinies.”

Cognitive BiasesIllusion Of Control
Author:Carson Anekeya
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