I Can

“With deliberate practice, however, the goal is not just to reach your potential but to build it, to make things possible that were not possible before.”
― Anders Ericsson, Peak: Unleashing Your Inner Champion Through Revolutionary Methods for Skill Acquisition and Performance Enhancement in Work, Sports, and Life

“Sometimes we're responsible for things not because they're our fault, but because we're the only ones who can change them.”
― Lisa Feldman Barrett, Seven And A Half Lessons About The Brain

“Why and how does this person switch gears, activating circuits in the dorsal prefrontal cortex connecting to adaptive basal ganglia circuits, rather than the OCD circuits connecting the orbital frontal cortex to the anterior cingulate and caudate? (See Figure 4.) At the instant of activation, both circuits—one encoding your walk to the garden to prune roses, the other a rush to the sink to wash—are ready to go. Yet something in the mind is choosing one brain circuit over another. Something is causing one circuit to become activated and one to remain quiescent. What is that something? William James posed the question this way: “We reach the heart of our inquiry into volition when we ask, by what process is it that the thought of any given action comes to prevail stably in the mind?”
― Jeffrey M. Schwartz, The Mind & The Brain: Neuroplasticity and the Power of Mental Force

“The quality of our thinking is largely influenced by the mental models in our heads. While we want accurate models, we also want a wide variety of models to uncover what’s really happening. The key here is variety. Most of us study something specific and don’t get exposure to the big ideas of other disciplines. We don’t develop the multidisciplinary mindset that we need to accurately see a problem. And because we don’t have the right models to understand the situation, we overuse the models we do have and use them even when they don’t belong.

You’ve likely experienced this first hand. An engineer will often think in terms of systems by default. A psychologist will think in terms of incentives. A business person might think in terms of opportunity cost and risk-reward. Through their disciplines, each of these people sees part of the situation, the part of the world that makes sense to them. None of them, however, see the entire situation unless they are thinking in a multidisciplinary way. In short, they have blind spots. Big blind spots. And they’re not aware of their blind spots.
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Relying on only a few models is like having a 400-horsepower brain that’s only generating 50 horsepower of output. To increase your mental efficiency and reach your 400-horsepower potential, you need to use a latticework of mental models. Exactly the same sort of pattern that graces backyards everywhere, a lattice is a series of points that connect to and reinforce each other. The Great Models can be understood in the same way—models influence and interact with each other to create a structure that can be used to evaluate and understand ideas.
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Without a latticework of the Great Models our decisions become harder, slower, and less creative. But by using a mental models approach, we can complement our specializations by being curious about how the rest of the world works. A quick glance at the Nobel Prize winners list show that many of them, obviously extreme specialists in something, had multidisciplinary interests that supported their achievements.
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The more high-quality mental models you have in your mental toolbox, the more likely you will have the ones needed to understand the problem. And understanding is everything. The better you understand, the better the potential actions you can take. The better the potential actions, the fewer problems you’ll encounter down the road. Better models make better decisions.”
― Shane Parrish, The Great Mental Models: General Thinking Concepts