[Help them move from "can't do" to "can with effort" to "effortless mastery", ideally skipping the second step.]

[Help them practice toward better outcomes by designing exercises that bring them within a session or two to 95% reliability for a small skill or task.]

[Through perceptual exposure, your brain is learning without telling you what it learned.]

[Good perceptual exposure training needs lots of high quality examples that seem different on the surface but aren't.]

[Ideally, the exercises don't explain but enables the learner's brain to "discover" a pattern.]

[A common theme when newbies get derailed is that they can't express their frustration to the product maker. You can at least acknowledge their experience and encourage them to continue or hint at what could make progress easier; tell them the struggle is normal and that it's part of getting started.]

[The manual's sin is not complexity but making people feel like they're idiots for not understanding.]

[Anticipate the faces they're likely to make and compensate for their inability to show you.]

[Find what needs compensating by looking in the top comments in discussion groups for the tool or its larger more compelling context.]

[Design a performance path with skills that motivate them towards mastery can also magnetize them away from derailers. Use existing paths based on training programs, discussion forums, or definitive guides. If you create a path, order skills from beginner (less time/effort) to expert and group by rank.]

[They need to believe they'll improve, then actually improve, and also realize they've improved.]

[The first thirty minutes is a critical period to support them doing something new or that they didn't know they could do: their first superpower]

[If they're worried about breaking something, they'll hesitate to touch anything. Make recovery easy. Help them feel free to just try things. Consider it a "Wild Experimentation Mode."]

["This product is awesome" really means "I'm awesome".]

[Most focus on product quality before quality of user results.]

[Businesses claim "world-class service" for their customers, but their customers are likely more interested in being a "world-class customer".]

[Make a better master rather than a better tool.]

[The post-UX UX of results begins after the clicking is done. What does it now enable them to do or show or say? How are they more powerful?]

[Substitute "How can we succeed at X?" with "How can our users or their users succeed at X?"]

[Imagine a scenario where your users are out-performing your competitions users in the bigger context.]

[Your price represents not just the product but also the documentation, support, and future roadmap.]

[Sage accounting software sucks, but you buy reliability in knowing it will update for new tax laws, your bookkeeper's likely familiarity with the product, and the support of staff who respond to forty thousand callers a day.]

[Black and Decker introduced their DeWALT drill series by giving away pulled pork sandwiches and holding drill-off competitions at construction sites, and being present at rodeos and NASCAR races where their end users hang out.]

[The goal of having multiple versions at different prices is to be capable of selling to customers with different maximum thresholds. Versions could be created based on features, earlier access, economic demographics (students, hobbyists, professionals), geography, customer industries, platform (Apple users may pay more).]

[An app might be lower-priced in a country whose currency is lower-valued, but localized in their language which renders it useless to those in countries with higher-value currency.]

[A 'jumbo' size with zero sales will increase sales for the 'large'.]

This effect makes the newsrack and the traffic light interactive; the newsrack, the newspapers on it, the money going from people's pockets to the dime slot, the people who stop at the light and read papers, the traffic light, the electric impulses which make the lights change, and the sidewalk which the people stand on form a system - they all work together.

the urban taxi can function only because pedestrians and vehicles are not strictly separated. The cruising taxi needs a fast stream of traffic so that it can cover a large area to be sure of finding a passenger. The pedestrian needs to be able to hail the taxi from any point in the pedestrian world, and to be able to get out to any part of the pedestrian world to which he wants to go. The system which contains the taxicabs needs to overlap both the fast vehicular traffic system and the system of pedestrian circulation.

The playground, asphalted and fenced in, is nothing but a pictorial acknowledgment of the fact that 'play' exists as an isolated concept in our minds. It has nothing to do with the life of play itself. Few self-respecting children will even play in a playground.

[In a natural city, play happens in a thousand places within the cracks of adult life. Children become full of their surroundings through play, unless they're in a fenced-off cage.]

[Putting a concert hall beside an opera house is almost never practical to either audience, and only a consequence of that simple-minded part of us which puts things with the same name in the same basket.]

[Theories describing leadership by 'government' rather than 'governments' expect it will rush to the rescue whenever the market 'fails' and rely on economists to advise when and how, without any concept of private individuals to solve collective problems among themselves.]

I commit myself to follow the set of rules we have devised in all instances except dire emergencies if the rest of those affected make a similar commitment and act accordingly.

Once appropriators have made contingent self-commitments, they are then motivated to monitor other people's behaviors, at least from time to time, in order to assure themselves that others are following the rules most of the time. Contingent self-commitments and mutual monitoring reinforce one another, especially when appropriators have devised rules that tend to reduce monitoring costs.

[Seeming simplicity is not equivalent to generality. Setting variables to a constant usually narrows the applicability of a model rather than broadening it.]

['I will if you will' becomes credible through monitoring that makes deviations visible.]

[Variables indicating benefits of proposed rules:]

1. Numbers of appropriators
2. Size of CPR
3. Temporal and spatial variability of resource units
4. Current condition of CPR
5. Market conditions for resource units
6. Amount and type of conflict
7. Availability of data about (1) through (6)
8. Status quo rules in use
9. Proposed rules

[Variables describing forecasted costs of changing the status quo:]

1. Number of decision makers
2. Heterogeneity of interests
3. Rules in use for changing rules
4. Skills and assets of leaders
5. Proposed rule
6. Past strategies of appropriators
7. Autonomy to change rules

[Variables describing resulting costs for monitoring and enforcement:]

1. Size and structure of CPR
2. Exclusion technology
3. Appropriation technology
4. Marketing arrangement
5. Proposed rules
6. Legitimacy of rules in use

[Variables affecting internal norms and discount rate:]

1. Appropriators live near CPR
2. Appropriators involved in many situations together
3. Information made available to appropriators about opportunities that exist elsewhere

[Better to view institutional choices as informed judgements about uncertain benefits and costs as opposed to mechanical calculation.]

whether grazing areas are used to produce milk or wool or meat can affect the ability of the appropriators to learn more rapidly about adverse conditions, should they arise. Milking occurs daily, and variations in yield are rapidly apparent to the herders. Wool is sheared less frequently, but the quality of wool is immediately apparent to those who herd sheep. The quality of meat produced for market is monitored less frequently and may not even be known by herders. Consequently, the quality and timeliness of the information that CPR appropriators obtain about their resource vary according to how a resource unit is used, as well as across resource types. The problems of groundwater pumpers in obtaining accurate and valid information about the condition of their CPR are more daunting than those of herders, regardless of the final products of herding activities.

[In a setting where external government has little effect on internal choices, the likelihood of appropriators adopting rule changes positively relates to whether:]

1 Most appropriators share a common judgment that they will be harmed if they do not adopt an alternative rule.
2 Most appropriators will be affected in similar ways by the proposed rule changes.
3 Most appropriators highly value the continuation activities from this
CPR; in other words, they have low discount rates.
4 Appropriators face relatively low information, transformation, and enforcement costs.
5 Most appropriators share generalized norms of reciprocity and trust that can be used as initial social capital.
6 The group appropriating from the CPR is relatively small and stable.

The typical assumptions of complete information, independent action, perfect symmetry of interests, no human error, no norms of reciprocity, zero monitoring and enforcement costs, and no capacity to transform the situation itself will lead to highly particularized models, not universal theories.

1. [Define clear boundaries for the resource and who can share in it.]
2. [Proportion the sharing based on local conditions.]
3. [Empower those affected by the rules to modify them.]
4. [Monitor with stakeholders who are accountable.]
5. [Sanction those who violate rules with gradual escalation based on context and severity.]
6. [Prepare low-cost local conflict-resolution mechanisms in the event of disagreement.]
7. [Recognize the right to self-organization without challenge from external authorities.]

Irrigation rotation systems, for example, usually place the two actors most concerned with cheating in direct contact with one another. The irrigator who nears the end of a rotation turn would like to extend the time of his turn (and thus the amount of water obtained). The next irrigator in the rotation system waits nearby for him to finish, and would even like to start early. The presence of the first irrigator deters the second from an early start, the presence of the second irrigator deters the first from a late ending. Neither has to invest additional resources in monitoring activities. Monitoring is a by-product of their own strong motivations to use their water rotation turns to the fullest extent.

personal rewards for doing a good job are given to appropriators who monitor. The individual who finds a rule-infractor gains status and prestige for being a good protector of the commons. The infractor loses status and prestige. Private benefits are allocated to those who monitor.

Because the appropriators tend to continue monitoring the guards, as well as each other, some redundancy is built into the monitoring and sanctioning system. Failure to deter rule-breaking by one mechanism does not trigger a cascading process of rule infractions, because other mechanisms are in place.

The first step is that the village forester marks the trees ready to be harvested. The second step is that the households eligible to receive timber form work reams and equally divide the work of cutting the trees, hauling the logs, and piling the logs into approximately equal stacks. A lottery is then used to assign particular stacks to the eligible households. No harvesting of trees is authorized at any other time of year.

[It was considered reasonable for the land violations detective to demand cash and sake from infractors and use it for their own enjoyment. In addition to those penalties, contraband harvest was confiscated along with equipment and horses, the latter two only retrievable by paying a fine to the village.]

The first thing to understand is that there are probabilities at work. A trader with 55% winning days will average two or three 5day losing streaks per year and probably one 6day losing streak. A 6 day losing streak is enough to make the best trader feel like a complete moron. But he isn't. It's just probability

[Markets with bearish sentiment without many positions is primed to fall as new entries reflect their perspective, whereas with many positions is more st risk of reversal as there may be no one left to sell.]

['Buy the rumour, sell the fact' refers to markets pricing in an event ahead of time and then reversing when it takes place. Often the moment of a news release is the apex of this sentiment and you may notice counterintuitively that good news getting priced in over time ends up reversing on its announcement]

Instead of gyrating back and forth for a while before finding equilibrium, the market now finds equilibrium very quickly after the release of economic data. Hedge funds and banks use regression analysis before the data release to estimate how far each asset should move on various outcomes and they execute trades via algorithm at the moment of release. They will buy or sell until all asset classes are approximately in line with where history suggests they should be and this will happen in microseconds. There is nothing left on the table for the human traders because all the liquidity in the market is hoovered by the bots in the first few microseconds.

[P&L targets remind you of the point where your job is done and so to book profits rather than increase leverage.]

[If the average moves on two instruments are respectively 1.2% and 0.6%, you wouldn't want the same position size in both.]

[The market only cares about how economic data releases compare to expectations; so not in relation to last month or year but rather the median awaited by economists and traders.]

[When markets react to old or random news, focus more on what's happening rather than whether it makes sense.]

[If you backtest and find an optimal moving average that worked in the past, that doesn't guarantee success in the future. Better to pick what fits your timeline granularity.]

Trading is a serious intellectual pursuit that is also incredibly fun. The joy of attempting to solve an unsolvable puzzle. A nearly impossible daily test of discipline and selfcontrol. An endless emotional rollercoaster of instant feedback, frequent disappointment, sudden euphoria, and nearly unbearable periods of crushing selfdoubt.

A Simple Marketing Worksheet

• Who's it for?
• What's it for?
• What is the worldview of the audience you're seeking to reach?
• What are they afraid of?
• What story will you tell? Is it true?
• What change are you seeking to make?
• How will it change their status?
• How will you reach the early adopters and neophiliacs?
• Why will they tell their friends?
• What will they tell their friends?
• Where's the network effect that will propel this forward?
• What asset are you building?
• Are you proud of it?

[Trusted marketers earn enrollment because they make a promise and keep it. With trust comes attention that lets them tell a story uninterrupted. The story can lead to more enrollment, more promises, more trust.]

[Everyone is famous to 1500 people. In our culture, fame breeds trust.]

[It takes more (stress) for a customer to say yes than to walk away.]

[Make sure your most loyal customers have a megaphone to tell others: people like us do things like this.]

[Building new things for your customers (instead of finding new customers for your things) implies investing in their lifetime value.]

[A supermarket might expect the lifetime value of their regulars to be thousands of dollars, so they would do well to 1. sponsor events for new residents in the area and 2. do right when a local complains about the fruit not being ripe.]

[People won't tell their friends because you wanted or asked. You need to make your offer worth sharing.]

[Facebook during their initial growth was well-positioned as a status signal for insecure and high-status students who craved to move up in some invisible hierarchy.]

[One kid brings a yo-yo to school but it doesn't create much traction. A charismatic fifth-grader who is good but not intimidating opens the Yo-yo Union club to all with three spare yo-yos to share; then there's three early adopters leading the way and soon there's thirty kids with yo-yos on the playground.]

[We only notice ideas that cross the chasm beyond neophiliacs.]

[You serve many but profit from few; whales pay for minnows.]

If the goal is to get it over with, get the person off the phone, deny responsibility, read the script, use words like "as stated" and "our policy," then, please, sure, yes, keep doing what you're doing and watch it all fall apart.

['Cheap' can mean 'scared', a last refuge when there are no other ideas.]

[Status is an omnipresent layer in how people make decisions. It's always relative but what is perceived by others can differ from is believed internally. Some people want to hold on, and some want to move up; some even want to move down because it may mean safety and less competition.]

[Consider what the person you're serving measures with respect to their status before they make decisions.]

"Who eats first" and "who sits closest to the emperor" are questions that persist to this day. Both are status questions. One involves dominion; the other involves affiliation.

[Amateurs create what they like, whereas professionals create what other people will like.]

[Spam scams are poorly worded to filter you out quick. They seek people who are dominated by greed and avoid wasting time on the careful and well-informed.]

[A brand is not your logo: it's a shorthand for the customer's expectations when they buy from or meet with you. Your brand is the promise they think they're making.]

If people care, you've got a brand.

[Start not with solutions but with people you seek to serve and a problem they want solved.]

[Commodity work isn't lucrative when other options are a click away.]

[Charging ten times more isn't about quantity: it's for a different story.]

[Grateful Dead favoured extremes on the XY axis (live recordings over polished albums, long jams for their fans over short radio hits) and owned them.]

[Beside the intended audience, there's also an accidental audience who ends up getting more satisfaction from tearing down the work.]

["For those who want A and believe B, choosing C is perfect." Based on who they are and what they want and know, everyone is always right.]

[Launching an extreme (fastest, cheapest, most convenient) means breaking the former extreme's status.]

"I made this" is a very different statement than, "What do you want?"

[Specific is kind of brave as it's accountable: it either worked, matched, spread, or it didn't. Are you hiding behind everyone or anyone?]

[Find a corner of the market that can't wait for your attention, where you are the perfect answer.]

["How can I start a business?" is contrived, whereas "What would matter here?" relates to real needs of others.]

Focus on the smallest viable market: "How few people could find this indispensable and still make it worth doing?"

Instead of looking for members for your work, look for ways to do work for your members.

Everyone is lonely, insecure, and a bit of a fraud. And everyone cares about something.

[Pet food caters to the owner; humans don't even know what it tastes like.]

[Conspiracy theories might attract out of a desire for uniqueness or belonging in a small group.]

[When you show up with a flotation device to help someone drowning, they don't need ads to understand or be persuaded.]

[Old-fashioned marketing centers the one buying ads, and is done to the customer rather than for them.]

Marketing is the act of making change happen. Making is insufficient. You haven't made an impact until you've changed someone.

[Marketing is the generous act of helping someone solve their problem.]

Marketers don't use consumers to solve their company's problem; they use marketing to solve other people's problems. They have the empathy to know that those they seek to serve don't want what the marketer wants, don't believe what they believe, and don't care about what they care about. They probably never will.

[Humans tell themselves stories. We should consider those as indisputably true and not persuade otherwise.]

[Not the drill bit, not the quarter-inch hole, not the shelf, but rather the satisfaction of doing it themselves or the admiration from a spouse or a room free of clutter. Understand how the utility of an object is to serve their real wish: to feel safe and respected.]

[We buy how it makes us feel, and there aren't so many feelings to choose from. To deliver belonging, connection, peace of mind, status, or other desirable emotions likely means something worthwhile.]

with correct deep breathing, the ribs gently massage the spine and internal organs.

Blood circulation throughout the body happens via blood vessels (veins, arteries, and capillaries). There are around 100,000 miles of blood vessels in an average adult body! These lie across or underneath, or are surrounded by muscles. Relaxed muscles that are not stiff and over-contracted won't squeeze and pinch the blood vessels, meaning they transport blood more effectively.

Remain relaxed, even when you are doing exercises that may seem at first to be primarily strength building; consider all the movements to really be a stretch.

1. [Identify edges objectively.]
2. [Calculate risk for every trade.]
3. [Accept the risk or reject the trade.]
4. [Act on edges without hesitation.]
5. [Take money off the table when it's available.]
6. [Monitor susceptibility for errors.]

[Partial take profit reduces risk on the stop by that same proportion.]

[One hierarchy of stages for taking profit can be 1. initial moves in your favour; 2. support or resistance on a larger timeframe (with a move of your stop to the entry point); and 3. significant high or low on a larger timeframe.]

[Variables used to deal with market dynamics can go in and out of effectiveness as market participants and their interactions change.]

a football player who trains with weights and sprints is "conditioning" his body for playing football.

A sub 2.15 marathon runner is not "fit" to dead lift 600 pounds of iron, and a world-class power lifter is not "fit" to run a sub-28-minute 10,000 meters. Using our narrow definition, neither athlete would be "fit" to perform any number of movements on the gymnastics balance beam. The Olympic gymnast would not be "fit" for sumo wrestling, and so forth.

Strength is a muscle's ability to contract against the resistance of an external object (a weight) or one's own body weight.

Power utilizes strength within an explosive burst of energy.

Agility encompasses the possibility of executing power movements in rapidly changing directions

[Regardless of their belief, everyone wants to be believed because it feels good, and being disbelieved can easily feel harsh, like an attack.]

1. Beliefs seem to take on a life of their own and, therefore, resist any force that would alter their present form.
2. All active beliefs demand expression.
3. [Beliefs keep working whether or not we are aware of them.]

[If you woke up one day and everyone acted as if you didn't exist, you'd probably try to shake someone out of it. Beliefs will act the same way if purposefully ignored and force their presence to be acknowledged.]

Thinking outside of the boundaries of our beliefs is commonly referred to as creative thinking.

[The pattern-making sensibilities of our mind are tricked into confounding a unique now as potentially not unique when it seems to share similar properties with another occasion.]

We can "know" exactly what an edge looks, sounds, or feels like, and we can "know" exactly how much we need to risk to find out if that edge is going to work. We can "know" that we have a specific plan as to how we are going to take profits if a trade works. But that's it! If what we think we know starts expanding to what the market is going to do, we're in trouble.

[The objective is not making money, but consistency. The skills involve having an objective state of mind less easily blinded by pain-avoidance mechanisms; to let things unfold and be capable to take advantage when there's an opportunity.]

[Market info is only threatening if you expect it to do something for you; otherwise, you have no reason to fear being wrong.]

[Your edge is only an indication of one thing more likely to happen than another; the only evidence needed is whether the variables used to define the edge are present. Other information is noise and makes as much sense as trying to prove the next coin flip will be heads after ten flips came up tails: the odds are still 50/50 regardless of what you find.]

[If you believe you called the market once, you'll probably try to do it again, thereby setting yourself up for a trap; things are never the same again.]

when the positive or negative energy from our memories or experiences become linked to a set of words we call a concept, the concept becomes energized and, as a result, is transformed into a belief about the nature of reality. If you consider that concepts are structured by the framework of a language and energized by our experiences, it becomes clear why I refer to beliefs as "structured energy."

Since we can't expect something we don't know about, we could also say that an expectation is what we know projected into some future moment.

Events that have probable outcomes can produce consistent results, if you can get the odds in your favor and there is a large enough sample size.

[If casinos have a 4.5% edge on their customers, it translates to netting 4.5% on all money wagered there with that probability.]

[Technical analysis is mathematical, whereas mental analysis is psychological and uses technical indicators as a proxy for collective behaviour patterns.]

Each trade contributes to the market's position at any given moment, which means that each trader, acting on a belief about what is high and what is low, contributes to the collective behavior pattern that is displayed at that moment.

At the moment he puts a trade on, and for as long as he chooses to stay in that trade, other traders will be participating in that market. They will be acting on their beliefs about what is high and what is low. At any given moment, some percentage of other traders will contribute to an outcome favorable to our trader’s edge, and the participation of some percentage of traders will negate his edge. There’s no way to know in advance how everyone else is going to behave and how their behavior will affect his trade, so the outcome of the trade is uncertain. The fact is, the outcome of every (legal) trade that anyone decides to make is affected in some way by the subsequent behavior of other traders participating in that market, making the outcome of all trades uncertain.

Since all trades have an uncertain outcome, then like gambling, each trade has to be statistically independent of the next trade, the last trade, or any trades in the future, even though the trader may use the same set of known variables to identify his edge for each trade. Furthermore, if the outcome of each individual trade is statistically independent of every other trade, there must also be a random distribution between wins and losses in any given string or set of trades, even though the odds of success for each individual trade may be in the trader’s favor.

[Casinos don't need to predict the future to create consistent results: as long as the odds are in their favour, a large enough sample size will give their edge a chance to work.]

[For any pattern to be "exactly" the same as in a previous moment, exactly the same traders would need to be present with the equivalent mental state; therefore virtually impossible. So every market moment is unique even though it may rhyme with a previous occurrence.]

[Being aware of uncertainty and probabilities doesn't automatically translate to profiting from it.]

When you've trained your mind to think in probabilities, it means you have fully accepted all the possibilities (with no internal resistance or conflict) and you always do something to take the unknown forces into account. Thinking this way is virtually impossible unless you've done the mental work necessary to "let go" of the need to know what is going to happen next or the need to be right on each trade. In fact, the degree by which you think you know, assume you know, or in any way need to know what is going to happen next, is equal to the degree to which you will fail as a trader.

Traders who have learned to think in probabilities are confident of their overall success, because they commit themselves to taking every trade that conforms to their definition of an edge. They don't attempt to pick and choose the edges they think, assume, or believe are going to work and act on those; nor do they avoid the edges that for whatever reason they think, assume, or believe aren't going to work. If they did either of those things, they would be contradicting their belief that the "now" moment situation is always unique, creating a random distribution between wins and losses on any given string of edges. They have learned, usually quite painfully, that they don't know in advance which edges are going to work and which ones aren't. They have stopped trying to predict outcomes. They have found that by taking every edge, they correspondingly increase their sample size of trades, which in turn gives whatever edge they use ample opportunity to play itself out in their favor, just like the casinos.

[Typical traders avoid predefining risk because "it isn't necessary", which implies they believe that they can and do know what will happen, as well as that they're correct.]

When you're convincing yourself that you're right, what you're saying to yourself is, "I know who's about to come into this market. I know what they believe about what is high or what is low. Furthermore, I know each individual's capacity to act on those beliefs (the degree of clarity or relative lack of inner conflict), and with this knowledge, I am able to determine how the actions of each of these individuals will affect price movement in its collective form a second, a minute, an hour, a day, or a week from now."

[Watching a market with no intention to trade is frustration-free because nothing is at stake.]

[The Japanese may often speak vaguely because of historical norms where people were beheaded when not replying as expected.]

[There's often much activity in the final minutes of a trading session as computerized signals activate based on closing prices.]

[The open is a rudder for the day and provides a first clue about direction.]

[The more anxious, the earlier they want to trade.]

[Large orders at the open or close with the intention of affecting prices are called "morning attacks" and "night attacks"]

A trend reversal signal implies that the prior trend is likely to change, but not necessarily reversing. [A car's brake lights indicate an incoming slow or stop, but not whether it will continue or reverse afterwards.]

['hammer' in Japanese is takuri, which means "gauging water's depth by feeling for the bottom"]

[harami is an old Japanese word for pregnant and used to indicate a market 'losing breath'.]

['Belt-hold' comes from sumo wrestlings yorikiri, meaning 'to push the opponent out of the ring while holding onto their belt.']

Week 4: A respite from winter

[narrative analysis] is often about nailing down the one, most important story the market wants to trade and then tracking the evolution of that story.

It is very difficult for markets to hold two competing themes in its collective hivemind at once, and so the focus oscillates back and forth instead of going in two directions at once.

Just because a narrative is well-known, that does not mean it’s exhausted.

[Structure a benefit-orients mission statement like: "We help [customers] do/feel/be [benefit]."]

[Have an FAQ for busting objections.]

If the program doesn't rock your world, you'll get 100 percent of your money back, plus 20 percent for your trouble.

Trade 3: Short DOCS

Part of the reason a level might hold is that everyone believes it will hold—and so everyone puts their bids there. If you are using PhD quantum physics and homological mirror symmetry to find your tech levels, and nobody else in the known universe is, the levels you find just might not mean much in the market.

Volume spikes at a price extreme are super useful indicators that huge volume has gone through and the move was rejected or accepted by the market.

Trade 2: Short oil

People yelling “CORRELATION IS NOT CAUSATION!” in all caps are technically right but practically not very helpful. There often is no causation, but there is a ton of information contained in the correlation between assets.

If corn doubles in price, those who can switch to soy will do so, pushing the price of soy futures higher. If Doordash rips higher and now looks overvalued, investors looking for food delivery apps to invest in might buy GrubHub instead.

When a Canadian crude oil producer sells their crude, they receive USD. They need CAD to pay their employees and shareholders so after they sell their crude, they need to sell USDCAD to convert the proceeds. If the price of crude doubles, the crude producer will have twice as many USD to sell and this will weigh on USDCAD.

Trade 1: Short XAUEUR

If real rates [(yield minus inflation)] are falling and negative, that generally means that central banks are enacting extremely loose policy.

[Increasing US rates and real rates is generally bad for gold.]

Positioning	Bull Market	Bear Market
Long and increasing	Very Bullish
Long and stable	Bullish
Long but falling	BEARISH
Short and stable		Bearish
Short and getting more short		Very bearish
Short but buying back		BULLISH

When the market anticipates an upcoming event, it will tend to position in the direction of least regret.

[If XAUEUR isn't available on your platform sell XAUUSD and buy EURUSD.]

[If I make this 1% better each time, it will be 1.62x better after 49 times].

[A good rule of thumb for new traders is to set the stop loss an average day range away from the entry. If I know nothing else about a security, I do this. Anything smaller risks to be stopped out by noise.]

[Add 3 pips to stop loss for slippage.]

[Position size is the output, not input.]

[Kris realized that micro-businesses weren't a good fit as they are often run by one or two people with less resources to risk on services. Switching to multi-location owners made her offering more appealing and an easier sell.]

[Industries or movements with many fans and haters always present a good business opportunity.]

If you wanted to learn about [something, but without] surfing around, a $25 investment could solve the problem.

[Test the market with these questions: 1. Have people asked for your help? 2. Are there enough of them willing to pay for your expertise? 3. Are other businesses serving the market but without your approach?]

[Value means helping people. Giving more value means helping people more.]

[Features describe, whereas benefits are emotional.]

[Don't go crazy buying additional businesses within the first year. Focus on one and create alternate revenue streams through add-ons and premium services. Aim to develop towards half a dozen baskets for your eggs.]

[No client should be more than 15% of revenue.]

Raise your prices. Add a three-tiered price structure (low, medium, high). Add discounts for up-front payment, annual plans, and institutional versus retail pricing.

[It's easier to sell more to existing customers than find new ones, so offer a menu of add-ons to increase your average revenue per job.]

[Use leads, conversion, jobs, and average revenue to calculate annual revenue, then annual expenses to calculate annual profits.]

Most small-business owners "live in their own wallet," meaning they won't charge any higher than what they would be willing to pay. That's dumb. Let rich people pay you lots of money if they want to. You'll be surprised how often they will.

[Lead with benefits, not features.]

[Output-based metrics measure numbers you don't directly control, such as traffic, signups, revenue, growth. Activity-based metrics track things you do to influence the other numbers, such as calls made, posts published, machines in operation.]

[Ask your potential leadership hire who they would bring from their past jobs: if there's nobody, they might not have been leading much.]

[Who probably knows the business better is the previous operator or owner. If they stay involved for the first 90 days, your new operator can: shadow them to document SOPs for month 1, work alongside them for month 2, and perform everything independantly with occasional checkins for month 3, all the while refining the Operator's Playbook as a living document.]

You are one good hire from cutting your problems in half. Two good hires from a completely different company.

[When the price is too high, a wince or verbal "How am I supposed to do that?" offers your no to the problem rather than the person.]

[Most job listings start as a love-letter to "whom it may concern".]

I'll invest in you as much as you're investing in yourself.

Whenever I can pay to steal someone's ten thousand hours, I do so.

[In real estate the terms are so standardized that most people sign and date without reading them. Buying a business has no standard format.]

[Avoid fixating only on price: instead adjust the terms to give the seller more or less based on performance — control the terms, control the deal.]

[Find closing or closed businesses and propose the owners a referral percentage for each of their customers or transactions, then find an adjacent business that would pay ongoing for those warm leads. This also effectively gives them stake in your business, skin in the game.]

[If you know how to turn a failing business profitable, offer them a percentage of the upside as they let you fix it.]

[Find the best lawyers in your area by asking professionals (like accountants), wealthy friends (who often have good attorneys), and local luxury magazines (or vault.com) for their "best of" in the legal field.]

[Attorneys will give you hourly rates, but you can express the list of things you need and ask how much it would cost, then comparison shop ideally for a flat rate.]

[You may want to change lawyers if the deal is of a different type, as there's probably an appropriate specialization for each type. Mid-size firms might be easier as they probably "have a guy" for everything, but make sure to change the guy with the deal type.]

[Contracts can cost 3–25k depending on deal complexity.]

[A seller with few buyers might be willing to accept installments spread over longer terms to close faster, minimize taxes, and earn more money in the end.]

[How much opportunity there is depends on your ability to notice it.]

[Sellers sell their businesses because of death, divorce, disease, distress, dullness, departure, disagreement.]

[Features of good seller opportunities are: 1. founded 10+ years ago; 2. profit under 1 million per year; 3. little competition to buy the business; 4. brick and mortar, or highly-commoditized online; 5. owner in charge for 5+ years; 6. lacking a successor; 7. owner near retirement age; 8. not applicable for bank loans; 9. overpriced for its balance sheet; 10. financials not clean; 11. no leadership team; 12. distressed business; 13. asset sale; 14. established relationship with seller; 15. owner prefers larger exit over long-term or cash flow instead of immediate lumpsum; 16. other sources of income besides the business.]

[Be a walking billboard by: 1. telling everyone you meet that you buy businesses, and 2. asking businesses who the owner is.]

In 1940, there were forty-two workers per retiree, but that number has fallen to three to one, meaning that there are not nearly enough workers to support Social Security beneficiaries.

the key to capturing clicks is convincing people that you have the answers to their questions—that you hold the proverbial key to all the solutions. If you can over-complicate simple things loudly, people will pay attention.

There's nothing worse than being right and everyone agreeing with you. There's no way to make any cash.

For the interview with Goldman I turned up in my hoodie and trainers and I told them that I definitely didn't want the job. They put me through to the second round after that.

Stocks never go down. Stocks only go up. When the economy is good stocks go up, and when the economy is shit, they print so much money stocks go up even more. Same with fucking houses. Everything goes up. The asset holders never lose.

[The economy is people and their ability to live, not numbers. We didn't need to make conversations with our cleaners to understand the lives of everyday people.]

[In the best trades, you use your nose to smell stupidity.]

This is another general rule of trading: you don't necessarily make money by being right, but by being right when others are wrong.

[It's easier to burn down a building than build one up.]

['Destroying' someone will not convince them.]

The person who helped me shift never made me feel small. Minds change when they are made to feel large. When they are respected and gently challenged. When they are helped to stretch and make more room for another point of view.

[A movie lets you spend time together without having to make lots of small talk; sports might even let you root for the same team.]

[Getting near is important for seeing clear. If we avoid those who think differently, our understanding risks to be superficial.]

Can you use a hammer without injuring yourself? Give Habitat for Humanity a call. Are you a budgeting ninja? Call Boys and Girls Club and offer to teach young men and women to budget. Do your friends tell you that you talk too much? Go to a retirement home and talk with people who have long been forgotten.

[God Speed is three miles per hour. Jesus didn't take a chariot to get there faster.]

[Can worrying add even a single hour to your life?]

[Bring some cookies to your neighbour for no reason other than they might need to smile today.]

[I didn't give her a tip or make her famous, just told her I loved her voice.]

[The point of leaving the flock to go after the lost sheep isn't to bring them back, but to let them know they're loved.]

[Journalism has a chance to present culture in a psychological order that helps us orient, but often submits to promotional calendars resulting in bestseller lists and cinema charts, as if popularity would be the most useful factor in making decisions.]

[Choosing of what we wish to be informed requires knowing ourselves well enough to not selectively ignore what we need; perhaps it's a position that could be prepared for with therapy.]

[Political news could draw us into how our society works and equip us to improve it intelligently. World news could humanize foreign cultures and add context beyond dramatic events to help break us from fixating too locally. Economic news could go beyond standard figures to instill understanding of the human realities behind our goods. Celebrity news could be refocused on people from who we can learn how to be better and realize our own talents. Disaster news could help us feel grateful for every pain-free moment. Consumer news could point us to what can help us live a more fulfilling existence.]

[As humans evolved from a time where not much would change, where when something that did might be important or deadly, we need to readjust our perceptions to clarify that what is novel is not always important.]

[We most desperately avoid introspection when forming awkward but vital ideas, and that's when the news grabs us.]

[Not everything we need to round ourselves out can be found in the present; for some perspectives we will need to look to the past for ideas that will still be in our thoughts tomorrow.]

[Children, wildlife, and heavenly expanse of the galaxies can give us relief from the news-induced self absorption that our time and moment is the most important.]

Art is a tool to help us with a number of psychological frailties which we would otherwise have trouble handling: our inability to understand ourselves, to laugh sagely at our faults, to empathize with and forgive others, to accept the inevitability of suffering without falling prey to a sense of persecution, to remain tolerably hopeful, to appreciate the beauty of the everyday and to prepare adequately for death.

['Dining, Travel, Technology, Fashion' headings can be renamed to 'Conviviality, Calm, Resistance, Rationality' as those are what we seek to acquire from our consumption in those domains.]

[The powerful in Europe often decorated their rooms with a human skull, positioned in a way to get their attention, so that they might be reminded of death and refocused on more important considerations in life. The bad news of our day can function as the modern version of those skulls.]

[Hearing about a plane crash that doesn't affect anyone we know can still transform us into a panicked relative or air accident investigator: we want to research details and receive regular updates (which media organizations will happily use for their purposes]

[Societies where everyone wants to be famous also fail to prove that being ordinary will make you feel respected adequate for basic dignity.]

[If celebrities have become so as a response to emotional needs not being met during their formative years, a child wanting to become famous can be a useful gauge to how well the parenting is going]

As it currently exists, foreign reporting implicitly defers to the priorities of the state and of business, occupying itself almost exclusively with events which touch on military, commercial or humanitarian concerns. Foreign news wants to tell us with whom and where we should fight, trade or sympathize[, but] these three areas of interest really aren't priorities for the majority of us.

[We might not find Italian politics interesting if we're living in a different country, yet it's conceivable to watch a two hour Shakespearean play about Julius Caesar. This is because underneath stories that may have a different reality to ours in the specific, there lies the universals which transcend those gaps. The news might not write like Shakespeare, but would do well to pay attention to these universals.]

A journalistic gaffe is something a powerful person inadvertently says or does in a momentary lapse which (as everyone knows) in no way reflects their considered views and yet which the news seizes upon and refuses to let go of, insisting that the gaffe must be an indicator of a deep and shameful truth.

We should at least be somewhat suspicious of the way that news sources, which otherwise expend considerable energy advertising their originality and independence of mind, seem so often to be in complete agreement on the momentous question of what happened today.

the news cruelly exploits our weak hold on a sense of perspective.

having perspective involves an ability to compare an apparently traumatic event in the present with the experiences of humanity across the whole of its history – in order to work out what level of attention and fear it should fairly demand.

With perspective in mind, we soon realize that – contrary to what the news suggests – hardly anything is totally novel, few things are truly amazing and very little is absolutely terrible.

As currently structured, the news does not 'see' the property developer who condemns thousands of people to live in humiliating environments but who nevertheless breaks no laws and steals no money. The most assiduous reporter concerned with fraud won't be able to put a finger on anyone criminally responsible for the commercial messages that subtly erode the dignity and intelligence of public life or find anyone who can be arrested for a decline in politeness or respect between the sexes.

[Religions take a pedagogical approach in conveying what is considered to be important, and the news could learn from this.]

The status quo could confidently remain forever undisturbed by a flood of, rather than a ban on, news.

The news knows how to render its own mechanics almost invisible and therefore hard to question. It speaks to us in a natural unaccented voice, without reference to its own assumption-laden perspective. It fails to disclose that it does not merely report on the world, but is instead constantly at work crafting a new planet in our minds in line with its own often highly distinctive priorities.

[Many people avoid writing wills because they don't feel ready to pass on yet, but the universe doesn't care and the government already has one written for you with a higher tax rate.]

[The power of writing down "what occurs to you" can be helpful for gaining clarity.]

[Even if "you're gone when you're gone" and don't care what happens to your stuff, it's wise to make a power of attorney.]

[In some Canadian provinces, probating a will essentially makes it public. One workaround is to use a trust, which is often a private document.]

[For the first year, avoid taking complicated decisions (especially when you're brain is foggy) and just mourn.]

[Trusts can own assets when passed to them by the settlor, and beneficiaries can be classes of definable people or entities (for example, grandchildren not yet born).]

[Those over 65 can create Alter Ego Trusts in place of a will to distribute assets with more privacy, and transfer some assets into a trust without taxation events.]

[Advisors you might deal with include: bankers, investment advisors, estate planners, insurance advisors, lawyers, and accountants. The last two must be fiduciaries (obliged to act in your interest under risk of legal proceedings or loss of license.)]

[Ask progressively squirm-causing questions, about their 1) qualifications and if they're regulated by an organization; 2) experience in years; 3) services and how often you'll meet; 4) licenses to handles specific asset types (like stocks, bonds, etc…); 5) errors and omissions insurance; 6) their team if any to be wary of rookies thrown in later; 7) fees and payment structure; 8) sales quota this week; 9) understanding of fiduciary and if they are one (they must answer this correctly); 10) audited track record of selecting investments; a) answers in writing on company letterhead.]

[Writing a will is unselfish because it mostly benefits your loved ones as opposed to you.]

[Update your will when someone turns 18, gets married or divorced, or if you move to another state or buy real estate. Check it every five years.]

Do not say, "Call me if you need anything," because your friend will not call. Not because they do not need, but because identifying a need, figuring out who might fill that need, and then making a phone call to ask is light years beyond their energy levels, capacity or interest. Instead, make concrete offers: "I will be there at 4:00 p.m. on Thursday to bring your recycling to the curb," or "I will stop by each morning on my way to work and give the dog a quick walk." Be reliable.

To the new griever, the influx of people who want to show their support can be seriously overwhelming. What is an intensely personal and private time can begin to feel like living in a fish bowl. There might be ways you can shield and shelter your friend by setting yourself up as the designated point person-the one who relays information to the outside world, or organizes well-wishers. Gatekeepers are really helpful.

My tragedy is not contagious; you will not catch your children's death from me. I know you don't know what to say. I wouldn't have a few months ago, either. A little advice? Don't platitude me. Do not start any sentences with the phrase "at least," for you will then witness my miraculous transformation into Grief Warrior.

On the page, everything is allowed. Everything has a voice.

When someone you love dies, you don't just lose them in the present or in the past. You lose the future you should have had, and might have had, with them. They are missing from all the life that was to be. Seeing other people get married, have kids, travel-all the things you expected out of life with your person-gone. Seeing other children go to kindergarten, or graduate, or get married—all those things your child should have done, had they lived. Your kids never get to know their brilliant uncle; your friend never gets to read your finished book.

A day (or more) inside a blanket fort of your own choosing is healthy.

[Being kind to yourself means not letting your own mind beat you up.]

[Early grief is liminal: we are no longer who we were and not yet solidified into something new—everything is in flux.]

[Anxiety can be overwhelming as there's no shortage of potential disasters. You can trust yourself.]

[Grief also involves mourning your old life.]

[When people try to console your loss but make you cringe, there might be an unspoken (and perhaps unintended) "so please stop feeling bad"]

[Life is more about integrating than improvement.]

most things offered as "support" in our culture are really designed to solve problems or to get you out of pain. If it feels wrong to you, it is.

[The doctor who came up with the popular 'five stages of grief' regrets writing them in that way because it's not linear and universal: there is no standard process.]

[The griever and those who care about them may want a road map to guarantee success, but grief isn't predictable or structured.]

[Culture emphasizing happy endings, solutioneering, recovery, overcoming, redemption confuses us into seeing bad things as happening 'for growth']

---

Disadvantaged people who suffer so that the more privileged can live easier are labelled 'heroes' to keep them working.

[Grief is to be carried, not fixed.]

Add one and a half times as much white
vinegar as water to a pot and bring it to a boil. For every four cups of liquid, add a quarter cup salt and a quarter cup raw sugar, and simmer until they dissolve. Or don't measure anything and add salt and sugar until the brine tastes like you want the vegetable you've preserved in it to: potent, salty, and just barely sweet.

Pickle brine is also the best place, other than cocktails, to put leftover brine from jars of capers and other pickles. If you have any, either add them to your own brine, or simply heat them all together, taste them, then add salt or sugar or water or straight vinegar until it tastes good.

[Serve your guests something that is best cooked in advance so you can spend more time with them instead of scrambling in another room.]

[Let guests pick herbs or slice bread instead of bringing salad, so that you can offer a meal as well as receive help and turn the kitchen into a collaborative space.]

[Add garlic to warm oil in a pan, immediately salt a little, and cook it piled in one corner to draw water and steam softly.]

[Add olive oil or butter whether the recipe calls for it or not.]

[Potato in soup pr sauce can absorb salt.]

When the butter is melted, add the mountain of onions, a small pinch of sugar, a big pinch of salt, and a branch of fresh thyme, and stir it all well. Cook the onions over medium-low heat, stirring them occasionally. Add occasional sprinkles of water if the onions begin to stick. If they start to sizzle, lower the heat and cover the pot, then uncover it when the cooking has slowed. This will take forty-five minutes to an hour, and the whole mass will look soggy and unconvincing until right before the onions are done, at which point they melt completely into a golden jam and all of their sugars come out to toast.

[Make a simple paste from olives, garlic, salt, and oil.]

The very end of a batch of olive paste should become vinaigrette. Whisk in a tiny bit of mustard, a few drops of red wine vinegar, fresh lemon juice, and olive oil, and mix with romaine.

If it's hot dogs or cinnamon toast that reminds your heart that it can be moved by food, make hot dogs or cinnamon toast.

[Make rice without an occasion, because you'll eventually be hungry.]

[Chop fresh herbs to bash with oil, or press into butter, or flavour plain yogurt into a sauce.]

In autumn, roast a whole butternut squash. Smash it in a bowl with good olive oil, a little freshly grated Parmesan, and a lot of freshly cracked black pepper. Spread the squash thickly on the toast, drizzle it with more olive oil and a squeeze of lemon juice, and sprinkle it with roughly chopped toasted almonds.

[Stale bread can't be bought. You must wait for it.]

bread soup that's true to the spirit of bread, which is that if you have it, all you need to turn it into a meal is whatever else you have.

[Form leftover bread soup into cakes and fry with olive oil into pancakes; probably better than either the soup or the bread.]

Almost any fruit tastes good sliced, laid out on a plate, and sprinkled with salt and olive oil. Most taste good with herbs, or onions, or olives, or chiles, or nuts added, too.

Only by tasting can you learn to connect the decisions you make with their outcomes.

[Taste, listen, smell, touch, and watch as much as possible.]

I cook mostly with my hands: they're calibrated, by now, to turn things at the right moments, to choose correct amounts of salt. They seem to know before I do when to stop squeezing a lemon, or how much parsley to grab.

Ingredients don't take three or five or ten minutes to be done; it depends on the day and the stove.

While your oven is lit, use its heat thoroughly. When a pan of vegetables comes out, replace it with a toaster tray of walnuts or almonds. They will be perfectly toasted after ten minutes or so and can be stored in the refrigerator for months and used in vegetable salads, added to pesto, or snacked on. Or scatter stale bread in a little pan, drizzle it with olive oil, and make toasted breadcrumbs or croutons.

If you can't find anything to fit into the spaces vacated by roasting vegetables, use the oven's heat once everything is out. Let it warm your dinner plates, or the meal's bread. Use its ambient heat for loosening vinaigrette that's hardened in the refrigerator, softening a stick of butter, or mixing pasta with cheese.

When you don't taste heat first but instead the sweetness of cauliflower or beet, the prickliness of vinegar, or tingle of good olive oil, it is flavor, not temperature, you experience.

All cooked vegetables, whether boiled or roasted, become wonderful salads. They need only a handful of toasted nuts, chopped fresh herbs, a few vinegar-soaked onions, and a sharp vinaigrette. It's really all most food ever needs.

By the end of the week, you will have eaten vegetables a dozen ways a dozen times, having begun with good raw materials only once. You will also have had a number of satisfying conversations. You will have eaten a raw bite of kale stem and wondered whether next time it should be pickled. You'll have tasted a particularly soft, cold, vinegary beet, and realized you wanted to make beet soup again and serve it cold. You will have been silently practicing that ancient conversation in which cooks and their materials used to converse, feeling out unfamiliar conjugations, brushing up.

The bones and shells and peels of things are where a lot of their goodness resides. It's no more or less lamb for being meat or bone; it's no more or less pea for being pea or pod.

Find a turnip that missed the week's roasting, asparagus bottoms, cabbage cores. As long as a soup's ingredients are born in the same season, they will meld together perfectly in a pot and can then be blended until creamy. If there is a final cup of cooked beans or lentils that needs somewhere to go, once you've blended it this sort of hodeepodgey soup is the place.

The amount of food you have left from a meal is always the perfect amount for something.

Good olive oil gets bitter when it's broken by blades.

[Cook all your veggies together once a week and keep them ready to incorporate during the week. Crispers are useless. Maximize your oven or re-use your boiling water.]

[While the oven is pre-heating, prep your veggies from longest to shortest cooking time.]

[When roasting different vegetables, pair the ones thay grow most similarly: keep together roots, stems, tubers. Beets are their own thing.]

[To poach an egg: boil and simmer four inches of water; add a bit of vinegar; crack the egg onto a cup and pour into the water; after a minute and a half, lift with a slotted spoon and prod a bit to check; drain and store in ice water; reheat in simmering water before serving.]

I usually have at least one nicely cold soft-boiled egg on hand to lure my thoughts away from eating lunch out.

[Cooking seems like something to juggle amongst life's many complications rather than a clear path through them.]

[Fast-and-easy recipe books try to sell us akin to 'breathing air more rapidly' while pasta is already 'boil then toss' and omelettes are already a minute away.]

[Cooking is transformation, and transformation is human.]

[Absurd to think that nature starts from scratch at dawn: cooking as well is continuity, picking up where something else left off.]

Stale slices of bread should be ground into breadcrumbs, which make a delicious topping for pasta, and add crunch to a salad. Or they must be toasted and broken apart for croutons or brittle crackers, which ask to be smeared with olive paste.

This continuity is the heart and soul of cooking. If we decide our meals will be good, remanded kale stems, quickly pickled or cooked in olive oil and garlic, will be taken advantage of to garnish eggs, or tossed with pasta. Beet and turnip greens, so often discarded, will be washed well and sautéed in olive oil and filled into an omelet, or served on warm, garlicky crostini. The omelets or little toasts will have cost no more than eggs and stale bread, and both will have been more gratifying to eater and cook.

If our meal will be ongoing, then our only task is to begin.

if there is anything that you can learn from what is happening, learn it.

[Adding salt is more than just about boiling: it's a way to cook one good-tasting thing inside another.]

[You already know how everything is supposed to taste: it should be 'good'. And that's as true for water as any other ingredient.]

[Add ingredients together warm, as they're already transforming and open to change.]

[Push re-use of water by moving from less starchy to more starchy ingredients.]

[Taste the broth often and cook until delicious.]

[A given name like 'honour killings' portrays that violence as somehow different than in the occidental nations: more barbaric and primitive. Is ours any better?]

[1. What is the difference between hearing and endorsing a dangerous idea? 2. Should we hear them or not, and why? 3. Is it possible to discuss them productively?]

[Strengthening an argument doesn't make it more threatening.]

[Appreciate disagreements; notice and address anxiety.]

[Systemic issues stick when their disagreements are stuck in unproductive states or off limits of discussion.]

I changed the game from "online debate" to "potluck at my house." I changed the goal from "let's debate ideas" to "let's enjoy each other's company while having a stimulating conversation." I changed the conversational medium from "type into a comment text box" to "discuss over food and drink." And I changed the question from "What do you believe?" to the biggest unanswered question in my own head: "What's the endgame for the gun-control debate?"

[By realizing that we knew less, we felt somehow wiser.]

A traditional essay makes a single case and puts all its weight behind it. A problem brief collects the best proposals [and criticisms] that attempt to answer the open question. That means it might have two or five or a hundred different proposals, each with supporting evidence and proposed actions, each a result of a collaboration between supporters and opponents.

[Focus on end-games instead of arguing specific points.]

the low doorway is meant to remind guests to enter with respect.

[To any disagreement, you can ask: What's really at stake here? If true, what happens? What truth would cause you to change your mind? If this were no longer a problem, how would we get there?]

['Nutpicking' is to select the most extreme viewpoint so that it's easy to tear apart; an empty victory that invites another cycle.]

[Consider helping the opposition build their strongest arguments and enlist them to build up yours. Iron sharpens iron, and each of you is best suited to find flaws in the others' approach.]

[We're easily blind to the loopholes in our own desires.]

[Even if one side wins through power, do they really expect the other side to simply shut up about it forever?]