557: Stop Waiting for the Perfect Answer. Go.

WEBVTT

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[SPEAKER_00]: This is Jockel Park has number 557 with echo Charles and me.

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[SPEAKER_00]: Jockel, we're in the good evening, I come.

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[SPEAKER_01]: Good evening.

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[SPEAKER_00]: Decisions, decisions, that's kind of what life is.

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[SPEAKER_00]: Life is made up of a bunch of decisions that we make on a personal level, obviously.

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[SPEAKER_00]: And we can see where that leads to.

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[SPEAKER_00]: Right, generally speaking, one decision that someone makes does not completely alter the trajectory of their life.

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[SPEAKER_00]: Usually it's compounding decisions over time.

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[SPEAKER_00]: I know you know we're discussing that a couple weeks ago.

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[SPEAKER_00]: You go into certain areas and you can see that there's been poor decisions made across the board.

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[SPEAKER_01]: Yes, and vice versa too, by the way.

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[SPEAKER_00]: Meaning in good areas?

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[SPEAKER_00]: Yeah.

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[SPEAKER_00]: So decisions, right?

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[SPEAKER_00]: On a personal level.

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[SPEAKER_00]: I mean, on daily basis, you know, what are you going to say?

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[SPEAKER_00]: What are you not going to say?

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[SPEAKER_00]: Are you going to speak up in a certain situation?

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[SPEAKER_00]: Are you going to keep your mouth shut?

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[SPEAKER_00]: Are you going to stay in that job?

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[SPEAKER_00]: You know, like there's all kinds of decisions that we're making.

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[SPEAKER_00]: The family you're making decisions in your family as well, which school should I said my kids do?

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[SPEAKER_00]: Should do we need a new car?

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[SPEAKER_00]: Should we buy the two-year-old car that's already depreciated?

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[SPEAKER_00]: That's generally the move.

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[SPEAKER_00]: then you got business, what how much material do we order, how much stock should we build up, where should we spend our marketing money, should I give this individual a raise, right?

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[SPEAKER_00]: And then, you know, the battlefield is clearly it's filled with decisions to, do we attack, do we retreat, what tactical maneuver, do we utilize right now?

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[SPEAKER_00]: Do we escalate the situation, do we de-escalate the situation?

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[SPEAKER_00]: So I was reading through a Marine Corps document that's called decision making and I thought there was some good information for us to be aware of and I think there's it's a pretty thorough document a lot of times the Marine Corps Quite frankly knock stuff completely out of the park grand slam home run and right what's it no notes as they say and how we would no no notes Oh, right, you know, no notes.

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[SPEAKER_00]: No, no notes.

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[SPEAKER_00]: See that.

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[SPEAKER_00]: Yeah Edit notes

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[SPEAKER_01]: Yeah, I'm sorry.

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[SPEAKER_01]: I was totally thinking out loud.

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[SPEAKER_00]: Like when it's like no notes meaning like I don't have anything to add or no feedback and same thing with no edits like like I think that's an actual Hollywood The notes thing is like a Hollywood And you know who I think the first person that I ever heard said was Jamie Cochran all for all she was like, oh, do you have any notes and I was kind of like

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[SPEAKER_00]: Like on like I think if he she made a speech or something and she's like do you have any notes?

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[SPEAKER_00]: And I was kind of thinking or did I take oh, no, I didn't take notes on your speech But then she met it in Hollywood.

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[SPEAKER_00]: Why?

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[SPEAKER_00]: Because she was a singer and a Hollywood ish Yeah, yeah, she's part of that.

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[SPEAKER_01]: She's in the realm.

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[SPEAKER_01]: Yeah.

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[SPEAKER_01]: Yeah, that makes sense.

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[SPEAKER_01]: That makes sense

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[SPEAKER_00]: But then, but then I kind of knew it.

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[SPEAKER_00]: I don't know if she explained it to me, I just figured out from context.

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[SPEAKER_00]: But then when I heard Mick G, Mick G would give notes, you know, to various people.

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[SPEAKER_00]: And sometimes you hear the positive, you know, a gunny notes, it's kind of a gunny feedback.

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[SPEAKER_00]: It's a little bit softer.

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[SPEAKER_00]: Then you know, hey, do you got any feedback from me or like hey, do you have any crit critique points for me?

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[SPEAKER_00]: Those are putting just go hey, got any notes.

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[SPEAKER_00]: It's like me.

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[SPEAKER_00]: Here's a little note.

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[SPEAKER_00]: Yeah As opposed to like where about about to rip you apart right now Which by the way, no, it's covers all.

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[SPEAKER_00]: Yeah notes covers.

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[SPEAKER_00]: Hey, make the small adjustment to like you're playing the wrong

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[SPEAKER_00]: So I normally with the Marine Corps don't have notes and by the way, this thing that we're going over today is just like a student handout.

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[SPEAKER_00]: It's not a official piece of documentation that's been through the whole editing process that the Marine Corps normally does, but still had some good, some good points in it, some good things that made me think.

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[SPEAKER_00]: And so I figured, let's help everybody with their decision-making process.

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[SPEAKER_00]: So let's get into it.

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[SPEAKER_00]: Decision making has Marine Corps officers.

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[SPEAKER_00]: We are primarily decision makers.

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[SPEAKER_00]: Our weapon is the unit we command.

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[SPEAKER_00]: We decide on a course of action and then clearly communicate that decision to our unit.

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[SPEAKER_00]: Our Marines translate that decision into action.

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[SPEAKER_00]: As future leaders, you will be required to make decisions in combat.

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[SPEAKER_00]: You must begin to understand the importance of how you make decisions and the importance of making risk-based decisions in time of competitive environment.

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[SPEAKER_00]: And I think it's important, this is coming from the basics school.

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[SPEAKER_00]: I think it's important to remember that they're kind of giving people.

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[SPEAKER_00]: the fundamental process, right?

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[SPEAKER_00]: Which is, hey, you're a junior officer, you're going to be out there, making decisions for your team, for your platoon.

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[SPEAKER_00]: They're not really emphasizing, hey, decentralized command, you want your fire team leaders to make this, you want your squad, that you're simply like, I'm sure they're going to get to that.

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[SPEAKER_00]: But it's sort of, you know,

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[SPEAKER_00]: Upa escape, trapping roll, due to it.

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[SPEAKER_00]: Fundamentally, for me, I never do that escape.

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[SPEAKER_00]: I haven't done that escape for 10 years, right?

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[SPEAKER_00]: But I still teach it because it's something you have to understand to build upon.

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[SPEAKER_00]: So I think this is sort of the basic building block.

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[SPEAKER_00]: of, hey, there are, because there are times you're going to have to make decisions.

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[SPEAKER_00]: Hopefully, if you've done a good job as a leader, you don't have to make a lot of them because your team is making the decisions.

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[SPEAKER_00]: That's the goal.

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[SPEAKER_00]: That's decentralized command.

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[SPEAKER_00]: But I just wanted to point that out because they're talking to junior officers that like, hey, you're going to be the field with the well-platoon.

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[SPEAKER_00]: You're the platoon leader.

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[SPEAKER_00]: This is what you're going to be making decisions.

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[SPEAKER_00]: you know it's a we decide on a course of action which is true you do ultimately decide the course of action where you get that course of action come from right so just keep that in mind war fighting which is their their main manual which is one of the which is an incredible piece of literature I'll call it sure we covered that a long time ago on the podcast one of earlier manuals that we covered because it's so outstanding

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[SPEAKER_00]: Waterfighting introduced you to the nature of war, which is inherently violent and chaotic, which we mitigate through clear communication of intent and simple plans.

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[SPEAKER_00]: It discussed maneuver warfare, the theory of which is to strike the enemy's critical vulnerability, the decisive time and place with mass fires to bend the enemy to our will.

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[SPEAKER_00]: good verbiage.

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[SPEAKER_00]: This lesson, meaning this thing that will cover and gives you a detailed study of how humans make decisions and how understanding the ways we make decisions will allow you to better employ your Marines.

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[SPEAKER_00]: That's the crux of talking about this.

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[SPEAKER_00]: If you understand what you're thinking about while you're making a decision and what components are in play, you're going to be able to do a better job with it.

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[SPEAKER_00]: and you're gonna, that's another reason why I thought it'd be interesting to study this because like the, unfortunately for me, but fortunately for you, they give this whole example and it's off football.

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[SPEAKER_00]: For some reason, I guess we're going to, we're going to, we're going to, we're not people going to understand what we're talking about and I guess they're figuring all these marine's played football at some point.

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[SPEAKER_00]: Yeah.

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[SPEAKER_00]: Sure.

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[SPEAKER_00]: So instead of using some combat example, they just go, go football.

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[SPEAKER_00]: Okay.

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[SPEAKER_00]: So let's get into it.

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[SPEAKER_00]: Here's the importance of decision making.

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[SPEAKER_00]: Let's say we are football team.

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[SPEAKER_00]: consider the commander the quarterback.

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[SPEAKER_00]: The week before the game, the team will prepare focusing on the strengths of weaknesses of the opposing team because the team has a week to prepare the preparation process is very deliberate.

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[SPEAKER_00]: Observing video, past games, and orienting on where they can most effectively defeat the opposing team.

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[SPEAKER_00]: They will then decide on the plan to defeat the team and learn and employ that plan through practice sessions during the week.

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[SPEAKER_00]: Accurate.

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[SPEAKER_01]: Okay, so far.

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[SPEAKER_01]: Yes.

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[SPEAKER_00]: I was talking to somebody the other day that has the AI is filming them in the sport.

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[SPEAKER_00]: And they just get like a full condensed highlight reel with their done from AI.

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[SPEAKER_00]: Yeah.

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[SPEAKER_00]: Things are getting wild.

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[SPEAKER_00]: When it comes to, when it comes time to conduct the game early in the game, our team will observe the opposing team strategy through the play of the game.

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[SPEAKER_00]: With the aid of the coaches, the quarterback will orient on the gaps observed.

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[SPEAKER_00]: make decisions before every play and act on those decisions.

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[SPEAKER_00]: And Gap is Gap's kind of a football team football term like there's a gap in the defense.

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[SPEAKER_01]: Gap is a actual football thing.

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[SPEAKER_00]: Right, and it's also an actual military thing.

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[SPEAKER_00]: And in maneuver warfare, they have two things, surfaces and gaps.

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[SPEAKER_00]: So surfaces is like a defended position in gaps as a whole.

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[SPEAKER_00]: Yeah, probably something similar.

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[SPEAKER_01]: Yeah, it's actually the sense that they don't have surfaces that I know of, but the gap or a whole interchangeable words by the way, they even have numbers when you're talking offense, which that's what they're talking offense right now, but yeah, there's holes and gaps or whatever, actually in defense, they call them gaps more often, yeah, I didn't the holes, I would think is offense.

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[SPEAKER_00]: correct me if I'm wrong.

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[SPEAKER_00]: A whole is like a bigger, more prominent, more exploitable gap.

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[SPEAKER_00]: I don't know if they got a whole in their defense versus they got a gap.

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[SPEAKER_01]: Right, so that's not what the whole is used for.

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[SPEAKER_01]: Well, it may be if you're saying, oh, their strategy or their team has holes in their game or whatever, that's different.

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[SPEAKER_01]: But when you're, when you're a quarterback or you're on the offense, a whole is just a, they got between two specific people.

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[SPEAKER_01]: So the one hole, it depends on what team and your how your offense is for you formulated, but

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[SPEAKER_01]: For example the one hole can be outside of the ant the tight end and then the two hole will be there Or sometimes it goes the odds on the left or even on the right however, it's formulated But the holes have numbers so it depends on the play So let's have it's running play.

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[SPEAKER_01]: They'll be like and I remember a play called power 34 the 30 the 30 back is the half back

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[SPEAKER_01]: Power means you have a full back blocking, that's the power, and then 30, so 3, 34, 30, the 30 back, which is the half back, goes into the four hole.

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[SPEAKER_00]: There you go.

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[SPEAKER_01]: So power means he has a full back blocking.

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[SPEAKER_01]: So basically the quarterback gives the ball to the half back behind the full back, who leads into that hole, and blocks one power 34.

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[SPEAKER_00]: Leasing to the hole and to the gap into the hole.

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[SPEAKER_01]: The gap is defense, usually, depends, you know.

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[SPEAKER_01]: But the gap is like, okay, the four and some of them have numbers as well, but it's like, yeah This guy's gonna come in to fill that gap because we expect this running back come in So maybe you'll take out the blocker, maybe you know whatever it's like depends on the defensive strategy But yeah, that's how in my experience what I've seen it, but either way it's there's a the full translation here that I'm seeing yeah, I like it

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[SPEAKER_00]: So in this case, the decision making process is less deliberate than during the preparation the week prior to the compressed due to the compressed time of the game, obviously.

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[SPEAKER_00]: You have time to make a decision, you're a free quarterback, you're going to figure out what what player you're going to call.

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[SPEAKER_00]: Another reason for the increased tempo of decision making is the team realizes that if they do not observe or you decide an act on their opponents quick enough, they will be added a disadvantage throughout the game.

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[SPEAKER_00]: If the opposition identifies our weaknesses faster than we identify theirs, they can quickly decrease the risk of our team scoring.

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[SPEAKER_00]: Here's now the last two minutes of the final quarter.

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[SPEAKER_00]: We need one more score to defeat the opposing team and we have the length of the field to travel.

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[SPEAKER_00]: How and why would the quarterback's decision making process change?

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[SPEAKER_00]: The answer seems elementary.

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[SPEAKER_00]: with only two minutes left, time is now severely compressed.

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[SPEAKER_00]: The quarterback must, quickly observe the weaknesses of the defending team, orient on the gaps in that defense, decide on a play and act on that decision.

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[SPEAKER_00]: If the quarterback is too slow in this regard, due to over abundant caution or takes too long to make a decision and lead the team and its execution, then the time will run out and the game will be lost.

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[SPEAKER_00]: In this case, the astute quarterback will assume the risk of acting without long deliberation, so it's not run out of time.

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[SPEAKER_00]: Additionally, the quarterback will hurry up the team to keep the defense on their heels, hoping to make the opposing team less responsive to fast tempo play.

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[SPEAKER_00]: That's what we're doing.

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[SPEAKER_00]: Success in combat is similar to our football example.

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[SPEAKER_00]: Success becomes determined by a leader's ability to make time competitive decisions, communicate them clearly to his subordinates and impose his will in order to turn decision into action.

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[SPEAKER_00]: Warfighting describes all actions in conflict as initiative to act or response to action.

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[SPEAKER_00]: That's a good thing to keep in mind.

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[SPEAKER_00]: Man, it is so much better to be on the initiative to act rather than on the response to action.

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[SPEAKER_00]: And the way you really feel that in a real way is in jujitsu.

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[SPEAKER_00]: When you really, someone got the upper hand and there were attack at attack attack, like you were rolling with coach Hannah the other day.

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[SPEAKER_00]: Yeah.

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[SPEAKER_00]: Rana?

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[SPEAKER_01]: Yeah.

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[SPEAKER_00]: And we were talking about afterwards.

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[SPEAKER_00]: She's just attacking.

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[SPEAKER_01]: Yeah.

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[SPEAKER_00]: She's just attacking.

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[SPEAKER_01]: Yeah.

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[SPEAKER_00]: She's an attacking attack and attacking attack.

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[SPEAKER_00]: That's what she's doing.

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[SPEAKER_01]: Yep.

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[SPEAKER_00]: And it's almost like a...

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[SPEAKER_00]: It's, it's, we trained, our minds are trained, I think, that we kind of do, you know, three moves.

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[SPEAKER_00]: We got like our three move series, and then it's another three move series, and then it's another, and there's a pause, and like a little comfort zone there.

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[SPEAKER_00]: Coach Coach Rana no pause no pause no pause and tempo like it's just there's another one There's another one.

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[SPEAKER_00]: There's another one.

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[SPEAKER_00]: There's another one and it's a good way to end up with a winning scenario.

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[SPEAKER_01]: It's a strong strategy and if funny enough where what they what this guy this author was saying about the Basically he's describing the know huddle right we got two minutes you know whatever and people do know huddle for about trees and but

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[SPEAKER_01]: That's one of them.

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[SPEAKER_01]: So yes, you want to keep them on their heels, right?

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[SPEAKER_01]: No, huddle, meaning like because in football is the exact same thing where you run a play, plays over or one freaking kind of relaxes goes back to their huddle, comes up with their little plan, reset, boom, play, you know, now the play goes down.

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[SPEAKER_01]: But the know-huddle gets rid of all of that.

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[SPEAKER_01]: That's a coach ran a scenario, where it's like, even when people kind of think, okay, a huddle just even mentally, maybe even subconsciously, okay, huddle, so their brain goes into kind of like recovery mode almost or reset mode, oh shoot, no one's resetting.

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[SPEAKER_01]: Now we got a scramble to accommodate these people who are literally attacking, and that's what it was, it's just a attack attack attack.

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[SPEAKER_01]: That's all I may have beat us at one time, I was telling you the other, there's like a few episodes ago, they beat us like right out the gate, no, huddle.

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[SPEAKER_01]: And we got tired.

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[SPEAKER_01]: That's the thing that we're out of the gate.

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[SPEAKER_00]: Like a start of the game like that.

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[SPEAKER_00]: No, how do you know that seems smart because you get already have a pre-planned

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[SPEAKER_01]: They did.

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[SPEAKER_01]: So they were talking straight.

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[SPEAKER_01]: They were like, oh, we're just going to defeat them so bad.

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[SPEAKER_01]: And it got around the olive coi that they were saying they're going to beat us so bad.

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[SPEAKER_01]: And I was like, how are they going to be so bad?

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[SPEAKER_01]: Like in fact, I think we beat them last time.

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[SPEAKER_01]: And it was just uncanny the way they were saying it.

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[SPEAKER_01]: And then sure enough, they'd be just real bad.

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[SPEAKER_01]: Because they came out the game with that stuff where we weren't ready for that.

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[SPEAKER_01]: Anyway.

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[SPEAKER_01]: But yes, that's how you say it's a best comparison and best analogy to your two.

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[SPEAKER_01]: Like I would say, yes, like Coach Ranna has a no-huttle style.

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[SPEAKER_00]: It always surprises me, okay, you know what you're, you see like trick plays in football.

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[SPEAKER_00]: It always surprised me that there's not more trick plays because there's such a settled, like, okay, like you just said, hey, we all know that we're gonna run this play, we're all know we're gonna get, each team's gonna get in the hollow, we know we're gonna get, we're gonna call play, we're just saying, and everyone kind of knows what's happening, and surprise that they don't disrupt that more often.

15:07.375 --> 15:14.558
[SPEAKER_01]: Yeah, so a good way to understand because I thought that too, when I was young, I mean, JD shouldn't like draw a place for as a hobby, you know?

15:15.459 --> 15:23.782
[SPEAKER_01]: So the trick play is just like a trick playing jujitsu where it's like, yeah, if no one knows it and you're really good at it, you can trick and you can get a lot of people.

15:23.842 --> 15:27.884
[SPEAKER_01]: But yeah, it's really easy to solve, you know, they're really easy to like shut down.

15:28.104 --> 15:38.427
[SPEAKER_01]: So like one of the real common, quote, unquote, common trick plays called the reverse, where it's almost like you're doing a sweep or a running play and everyone goes decide except for one guy comes and you give it.

15:38.467 --> 15:43.449
[SPEAKER_01]: So all the defense, this is the theory is all the defense is going to see the momentum they're all going to pursue.

15:44.169 --> 15:59.217
[SPEAKER_01]: the one that goes very few blockers by the way for this guy because if there's a bunch of blockers I want to see it see the momentum blah blah blah they follow so everyone goes to this one side of the field like you know and the defense hopefully pursues except the one usually the tight end or something like this we'll come

15:59.937 --> 16:10.652
[SPEAKER_01]: Full speed the opposite direction, you know, people have to freaking change their action and they can get you if you're not ready for it But like I said, it's one guy zero blockers So you get one die hip to it, right?

16:10.672 --> 16:12.134
[SPEAKER_01]: This guy's freaking no blockers, right?

16:12.154 --> 16:13.897
[SPEAKER_00]: He's getting tackle beyond the line every single time

16:14.878 --> 16:24.205
[SPEAKER_01]: So just like, you know, a trick plays in Gjitsu, you know, like, where you do something in the counter or the reverse or whatever it's like, or the escape is real easy if you know it.

16:25.126 --> 16:28.909
[SPEAKER_01]: And then on the other side of that is the tried and true place.

16:29.249 --> 16:34.252
[SPEAKER_01]: And where it's like, yeah, sure, we'll send a, you know, a full backup the middle of the lead block for the running back.

16:34.893 --> 16:39.637
[SPEAKER_01]: You got the line freaking bunching up ready, you know, the count is going to be on two or something where it's like,

16:40.417 --> 16:56.328
[SPEAKER_01]: you know where they can get the jump on it and they know the place so they know they know what kind of aggression to bring to the place so they can get almost guaranteed on that guarantee but in theory almost guaranteed to three yards four yards very little risk you know so it's like that and the spectrum goes on and on you see I'm saying see that

16:56.828 --> 17:00.769
[SPEAKER_00]: Jack, um, but yeah, initiative that act goes a long way.

17:01.009 --> 17:15.753
[SPEAKER_00]: Yeah, the purpose of making decisions is to adapt our action to the enemy's action, making and acting on effective decisions faster than the enemy in order to exploit fleeting opportunities gain and maintain initiative, forcing the enemy to react to our influence.

17:16.154 --> 17:21.695
[SPEAKER_00]: Like the quarterback above, we seek to keep the enemy on their heels and less responsive to our fast tempo execution.

17:21.995 --> 17:23.916
[SPEAKER_00]: This is when Ben General McFarlane was on.

17:24.976 --> 17:30.419
[SPEAKER_00]: and we were talking about the fact that we were putting in full combat outpost like every three four days.

17:31.560 --> 17:32.961
[SPEAKER_00]: And he was like, yeah, one tempo.

17:33.801 --> 17:34.302
[SPEAKER_00]: Keep the tempo.

17:34.322 --> 17:36.363
[SPEAKER_00]: Keep the enemy guessing on what was going to happen.

17:37.043 --> 17:38.644
[SPEAKER_00]: It was very impressive.

17:38.884 --> 17:39.785
[SPEAKER_00]: I was part of it.

17:39.805 --> 17:40.485
[SPEAKER_00]: It was impressive.

17:41.126 --> 17:43.727
[SPEAKER_00]: I didn't realize how impressive at the time was doing this again.

17:45.428 --> 18:03.712
[SPEAKER_00]: As company grade officers, we operate at a tactical level of warfare at this level our opponents may frequently observe one another and react more quickly at our level The time critical nature of battlefield decisions is acute and then we get into the decision making stimuli they call it decision making is not a Marine Corps phenomenon.

18:04.052 --> 18:07.273
[SPEAKER_00]: Obviously You have been making decisions for most of your life.

18:07.453 --> 18:14.715
[SPEAKER_00]: It is important to understand what has unconsciously caused you to make decisions in order to consciously shape their influence on future decisions

18:15.696 --> 18:20.721
[SPEAKER_00]: When presented with information we decide on courses of action based upon three general criteria.

18:21.461 --> 18:23.303
[SPEAKER_00]: So we're making decisions and this is what's talking about.

18:23.323 --> 18:25.065
[SPEAKER_00]: You got to know why you make a decisions.

18:25.666 --> 18:27.007
[SPEAKER_00]: Rational calculation.

18:27.607 --> 18:29.810
[SPEAKER_00]: We have a natural aversion to uncertainty.

18:30.330 --> 18:31.870
[SPEAKER_00]: we don't like to be wrong.

18:32.671 --> 18:44.734
[SPEAKER_00]: In rational calculation, we try to be perfectly predict our results by analyzing and comparing large amounts of data, frequently we construct matrices and charts to compare different options available.

18:45.014 --> 18:49.435
[SPEAKER_00]: Large staffs of subject matter experts plan using rational calculation.

18:49.815 --> 18:52.816
[SPEAKER_00]: Rational calculation is the foundation of analytical decision making.

18:53.256 --> 18:55.037
[SPEAKER_00]: In many cases, rational calculation,

18:55.757 --> 19:01.179
[SPEAKER_00]: requires time to accomplish so we generally see this type of decision-making prominently during the preparatory phase.

19:01.739 --> 19:06.901
[SPEAKER_00]: That is not to say it is not used during a conduct or follow-up phase.

19:07.381 --> 19:13.683
[SPEAKER_00]: In our example above the week of preparation prior to the game is filled with rational calculation and analytical decision-making.

19:13.783 --> 19:15.463
[SPEAKER_00]: So clearly we all know what that is.

19:15.483 --> 19:19.925
[SPEAKER_00]: This is the pre-planning you're setting up, you're looking to the charts, you're trying to figure out everything out.

19:20.945 --> 19:29.187
[SPEAKER_00]: And of course game still got to be played the game still got to be played That's it always again surprises me.

19:29.507 --> 19:43.010
[SPEAKER_00]: You know you get You look at like the finance world and people will just talk about you know this crash is coming Or this stock's gonna go to the moon and all this stuff and like everyone's is wrong all the time

19:43.790 --> 19:45.311
[SPEAKER_01]: And then they continue to talk about it.

19:45.431 --> 19:48.274
[SPEAKER_01]: Yeah, there's a lot of, there's a lot of little circles.

19:48.454 --> 19:50.475
[SPEAKER_01]: Like, there are, what do you have industries related to?

19:50.795 --> 19:51.736
[SPEAKER_01]: You know, that are like that.

19:51.896 --> 19:53.998
[SPEAKER_01]: Where it's like, there's this whole thing about talking about it.

19:54.058 --> 20:01.684
[SPEAKER_01]: And watching a show that they're talking about it, you know, and then it reflects very little sometimes, you know, to actually run the track record on these dudes.

20:01.764 --> 20:02.264
[SPEAKER_00]: Isn't it good?

20:02.664 --> 20:03.345
[SPEAKER_00]: Right.

20:03.385 --> 20:05.847
[SPEAKER_00]: Well, when the big, do you see the movie The Big Short?

20:06.127 --> 20:06.808
[SPEAKER_00]: Big Short, yeah.

20:06.868 --> 20:07.208
[SPEAKER_00]: Yeah.

20:07.408 --> 20:09.410
[SPEAKER_00]: But it's like, out of all the people.

20:10.350 --> 20:24.481
[SPEAKER_00]: all these people sitting in Wall Street, thousands and thousands of analysts and experts and people from the industries and they were all running the numbers and there was like a handful of people that said, bro, out of all those people, just a handful figured it out.

20:25.402 --> 20:30.346
[SPEAKER_00]: So despite all that rational calculation, so I've got to play the game, don't know what's going to happen.

20:31.046 --> 20:33.208
[SPEAKER_00]: And then we have intuition and gut feeling.

20:34.930 --> 20:39.133
[SPEAKER_00]: When making decisions by intuition, we base our actions on what just feels right.

20:39.373 --> 20:41.274
[SPEAKER_00]: Or what we just know is the right choice.

20:41.674 --> 20:45.577
[SPEAKER_00]: The driving force behind intuitive decisions is our experience base.

20:46.537 --> 20:48.499
[SPEAKER_00]: Available in subconscious and conscious memory.

20:48.979 --> 20:54.522
[SPEAKER_00]: For analysis and comparison, often we may not recall any experiences similar to our current situation.

20:54.863 --> 20:59.325
[SPEAKER_00]: However, our mind will match the pattern we observe with one we have on file.

21:03.588 --> 21:07.490
[SPEAKER_00]: Intuition is the foundation of recreational decision-making.

21:07.810 --> 21:15.433
[SPEAKER_00]: In the football example, the quarterback may or may not employ gut feeling and varying degrees throughout the game and conjunction with rational calculation.

21:16.833 --> 21:20.235
[SPEAKER_00]: And then the other thing it throws in here is emotion.

21:20.655 --> 21:25.338
[SPEAKER_00]: And I just view like intuition and emotion of much more closely related.

21:26.619 --> 21:28.620
[SPEAKER_00]: Then they've got to broken out as two different things.

21:28.660 --> 21:37.485
[SPEAKER_00]: But for me, it's like part of that, part of the emotion that you're feeling is gonna push you to be instinctive.

21:37.965 --> 21:39.366
[SPEAKER_00]: And your instincts are gonna be emotional.

21:40.307 --> 21:41.567
[SPEAKER_00]: You get like an aversion to something.

21:41.587 --> 21:42.368
[SPEAKER_00]: I don't like that plan.

21:42.388 --> 21:43.829
[SPEAKER_00]: Like, what does it call, what's making you feel that way?

21:43.909 --> 21:45.330
[SPEAKER_00]: It's an emotion that's making you feel that way.

21:46.722 --> 21:49.384
[SPEAKER_01]: Yeah, I've always thought, and you said a quarterback thing.

21:49.404 --> 21:51.145
[SPEAKER_01]: So it kind of maps on to that as well.

21:51.165 --> 21:56.169
[SPEAKER_01]: Where intuition is almost like a sub-conscious, almost.

21:56.289 --> 22:00.792
[SPEAKER_01]: Like, like, uh, you're picking on something small enough.

22:01.092 --> 22:04.915
[SPEAKER_01]: Yes, that you can't point it out necessarily consciously, but you can feel it.

22:05.115 --> 22:05.355
[SPEAKER_01]: Yeah.

22:05.396 --> 22:12.361
[SPEAKER_00]: By the way, your mind, like, I was talking about this up at council when you meet someone, you are subconsciously.

22:13.181 --> 22:21.926
[SPEAKER_00]: measuring like the narrowness of their eyes, the size of their jaw, ratio, compared to their head, their shoulders, their height, their weight, you're analyzing if there are thread or not.

22:22.086 --> 22:23.047
[SPEAKER_01]: Yeah, understand.

22:23.387 --> 22:24.928
[SPEAKER_00]: And so that's happening.

22:25.568 --> 22:29.170
[SPEAKER_00]: And when little tiny, almost imperceivable,

22:30.531 --> 22:49.740
[SPEAKER_00]: Expressions and someone's face you subconsciously pick up on it and they did have all kinds of experiments Approved the other show picture of this and I picture of that and you know How does it make someone feel and but you can tell when someone's looking like shady like there's specific Facial Expressions that give away some shadyness and that's why you meet a guy and be like

22:51.671 --> 22:52.532
[SPEAKER_00]: The dude seems shady.

22:52.572 --> 22:58.321
[SPEAKER_00]: You ever walked away from someone and told you why for some like that dude seems shady That's coming from a real place.

22:58.441 --> 23:05.231
[SPEAKER_00]: That's that's the way to so I kind of relate the emotion thing and the intuition thing very closely together.

23:08.074 --> 23:16.237
[SPEAKER_00]: And then what they say in a motion is whether we use rational or calculation or intuition, it is important to note that emotions will always place some partner decision making process.

23:16.537 --> 23:23.340
[SPEAKER_00]: For example, anger might cause a leader to make a reckless decision in haste, but it could also evoke physical courage.

23:23.680 --> 23:28.743
[SPEAKER_00]: Fear or doubt could cause you to further examine in a situation and identify a preventable weakness.

23:29.463 --> 23:31.766
[SPEAKER_00]: but it can also lead to hesitation or indecisiveness.

23:32.306 --> 23:37.473
[SPEAKER_00]: The key is not to allow a motion to be the primary stimulus for decision-making.

23:38.334 --> 23:45.202
[SPEAKER_00]: As leaders, we must be able to harness our motions, use them to our advantage, and achieve a balanced strength of mind and character.

23:45.682 --> 24:08.768
[SPEAKER_00]: And this I fully agree with and you've heard me say many times you got to put the emotions in the calculus They got to be in there if your team is like all mad about something you need to throw dump some big giant task on them They're only gonna get matter If they're scared, and you put them in a situation where that fear is gonna be capitalized on it's gonna be a problem So you got to put the emotions in the calculus, but you can't let it be the primary Decision making process.

24:08.868 --> 24:14.350
[SPEAKER_01]: I see we're the same there about the emotion and whatever that's how it Makes it a little bit more separate where

24:15.470 --> 24:21.253
[SPEAKER_01]: Yeah, like even on off the battlefield we'll say you know when you're in a good mood I don't know if you're very kind of this when you're in such a good.

24:21.273 --> 24:33.458
[SPEAKER_01]: We have such a great time You know then we start talking about our plans tomorrow because we want the good time to go on or whatever We're feeling right and it's just a good and then tomorrow you're gonna hold on let's do it again You say Hannah hope

24:34.078 --> 24:55.894
[SPEAKER_01]: with it so like the so the next day you're in a different state of mind seems ain't you're kind of like tired hungover in some cases you know whatever whatever the case may be seems ain't or you got your other priorities you got to do or you know you're stressed about something that happened whatever and then your friend starts texting and calling but whatever whatever you know what what are we doing you know time to come by and you're like proud not even close well you said it you said it

24:58.678 --> 25:05.760
[SPEAKER_00]: Ah, and then it breaks down these two methods of decision-making, which are analytical and recognizable.

25:06.020 --> 25:09.361
[SPEAKER_00]: So the analytical, this is the one that you use when time is not critical.

25:10.541 --> 25:18.863
[SPEAKER_00]: And the advantages are, you can justify decisions to others, cool, because you went through you ran the numbers, manages large amount of information, so you actually got the time to do it.

25:18.883 --> 25:23.224
[SPEAKER_00]: It relies on subject matter, expert contribution, sure you got the analyst put in information.

25:28.745 --> 25:37.450
[SPEAKER_00]: The disadvantage is obviously time-consuming, consuming requires a large amount of information to even put it does not develop decision making Abilities of those involved.

25:38.110 --> 25:44.874
[SPEAKER_00]: I'll tell you what what I've noticed for me was a lot of times I would I can look at something for like

25:46.693 --> 25:53.738
[SPEAKER_00]: one minute and make the call and I'm going to be like 80% of the time we're going to be right like 80% of the time and I would and that's not just me.

25:53.758 --> 25:58.782
[SPEAKER_00]: I'm saying, you know, you give anyone that I was working with when I was in the sealed teams.

25:59.682 --> 26:01.564
[SPEAKER_00]: Like, hey, we got the target, you know, where do you want to hit it from?

26:01.624 --> 26:04.666
[SPEAKER_00]: And they'd say like, give me like a quick column.

26:04.686 --> 26:06.467
[SPEAKER_00]: So we'll set up over here in bubble wall.

26:06.507 --> 26:08.128
[SPEAKER_00]: 80% of the time that was the plan we'd go and execute.

26:08.148 --> 26:08.469
[SPEAKER_01]: Yeah.

26:09.029 --> 26:16.154
[SPEAKER_00]: 20% of the time they say, yeah, I guess what this rod was fouled or there was, you know, coalition forces over here that we couldn't decinflate with them.

26:16.374 --> 26:23.119
[SPEAKER_00]: There'd be a reason, but 80% of the time it's like, yeah, I can look at it for very quickly and kind of know.

26:23.379 --> 26:32.666
[SPEAKER_00]: So if you think about a lot of times in low risk situations, we're wasting a lot of time trying to get a perfect answer and it's a weight, it's literally a waste of time.

26:33.206 --> 26:35.027
[SPEAKER_00]: As you got an 80% chance in there's nothing catastrophic

26:38.035 --> 26:54.520
[SPEAKER_01]: Yeah, I figured that out that you had like a, you have this cove, I don't know if you had it on purpose or what, but I figured that out about you and I asked you about it and you said, oh, it's like it's called iterative decision making, but I was like, oh, but I found out the other element that

26:55.940 --> 26:59.622
[SPEAKER_01]: it was more a discovery of myself, more than it was of you, it's just you're just part of that discovery.

26:59.662 --> 27:08.466
[SPEAKER_01]: Okay, so it was, we're talking about something I forget and happened a few times where we're talking about something and I'm over here nerding out on how it works, you know, and that's what we do sometimes.

27:08.586 --> 27:14.108
[SPEAKER_00]: We nerd up about, oh yeah, but when you say we, you mean you, me and people like me, yes, not you.

27:14.308 --> 27:19.010
[SPEAKER_00]: You're asking, I don't, I don't nerd out a lot on like, that we're gonna get there.

27:19.390 --> 27:28.101
[SPEAKER_01]: I found out you do the exact opposite, you get as much information as you need to take the first iterative step, which is very little, by the way.

27:28.482 --> 27:32.567
[SPEAKER_01]: So that's why, and then later on, you'd actually say this, and I was like, bro, that falls right into my little theory.

27:32.927 --> 27:37.113
[SPEAKER_01]: When you're like, oh, I am, I make iterative decision make, uh,

27:38.153 --> 27:53.000
[SPEAKER_01]: The iterative decisions to take action and then that way you don't commit too much or whatever and I was like okay So basically you nerd out on taking action, which is not most people by the way, like a lot of people are like you know

27:53.260 --> 27:55.582
[SPEAKER_00]: and I learned out on the feedback I'm about to get after I take out.

27:55.602 --> 27:57.463
[SPEAKER_00]: And then by the way, I see you, this is all just the U to loop.

27:57.503 --> 27:58.504
[SPEAKER_01]: Yes, exactly right.

27:58.884 --> 28:06.710
[SPEAKER_01]: But so someone like me will say by default, is going to like, when I say nerd out, I mean, you know, we're talking about like, what should we do?

28:07.030 --> 28:08.191
[SPEAKER_01]: I don't be like, oh, well, this could happen.

28:08.211 --> 28:08.711
[SPEAKER_01]: It's going to happen.

28:08.731 --> 28:09.271
[SPEAKER_01]: It's kind of fun.

28:09.311 --> 28:13.574
[SPEAKER_01]: It's the cool little formula that like talk about, you know, me well, taking the action with her.

28:14.435 --> 28:15.456
[SPEAKER_01]: But you're the exact opposite.

28:15.576 --> 28:22.921
[SPEAKER_01]: So you'll be like, okay, and I remember from figuring this out because when I, we were talking about something, you were talking about what actions to take.

28:23.242 --> 28:26.724
[SPEAKER_01]: And I have, for whatever reason was pumping my brakes on the action, I was talking about how it works.

28:26.784 --> 28:29.446
[SPEAKER_01]: And you know, maybe this and it, oh, kind of hype at that, it goes all this up.

28:29.846 --> 28:33.569
[SPEAKER_01]: And you were just, okay, and you were just saying, okay, under that circumstance, you'd say, you do this then.

28:33.949 --> 28:39.473
[SPEAKER_01]: And I'd be like, well, yeah, that under that's true, but, you know, sometimes this is why I've been like, okay, in that case, then you do this.

28:39.533 --> 28:41.915
[SPEAKER_01]: Like you would always like steer me right back to the action.

28:43.116 --> 28:55.187
[SPEAKER_01]: Yeah, dude, like take a small action, you know, so you had all these actions like ready to go for all these circumstances that I was just wanting to talk about and I was like, oh, me, I was singing myself in the moment.

28:55.287 --> 28:56.768
[SPEAKER_01]: Oh, you're not getting what I'm doing.

28:56.908 --> 28:57.729
[SPEAKER_01]: You're not getting it.

28:58.009 --> 28:58.250
[SPEAKER_01]: Yeah.

28:58.330 --> 28:58.510
[SPEAKER_01]: Right.

28:58.550 --> 28:59.911
[SPEAKER_00]: Like, I want to talk to him.

29:00.332 --> 29:06.277
[SPEAKER_00]: No, no, no, no, meaning, meaning like, oh, you don't understand how important this information is, right?

29:06.557 --> 29:15.321
[SPEAKER_01]: No, like I probably thought that too, but what when I figured out what was going on, I'm like, oh, you're over here trying to actually get stuff done.

29:15.681 --> 29:18.262
[SPEAKER_01]: And I'm over here, just wanting to talk about it.

29:18.462 --> 29:20.663
[SPEAKER_01]: Literally, that was going on in the conversation.

29:20.983 --> 29:24.005
[SPEAKER_01]: So I'm like, okay, and then from then on, I started recognizing that pattern.

29:24.025 --> 29:26.546
[SPEAKER_01]: You always have some action to take, just like same.

29:27.046 --> 29:30.427
[SPEAKER_01]: So I'm like, oh, okay, that's why, because one, you don't overcome it.

29:30.687 --> 29:34.349
[SPEAKER_01]: And two, you're always over indexing on what action to take and taking it.

29:34.749 --> 29:37.371
[SPEAKER_01]: rather than like nerding up about how it works.

29:37.631 --> 29:40.113
[SPEAKER_00]: Yeah, which is really a good way to just not do it.

29:40.393 --> 29:41.374
[SPEAKER_01]: Yes.

29:41.394 --> 29:41.654
[SPEAKER_01]: 100%.

29:41.714 --> 29:42.375
[SPEAKER_01]: Yes, you're correct.

29:43.355 --> 29:48.539
[SPEAKER_00]: Which is, which is sometimes feel feels good because there's no risk involved, right?

29:48.779 --> 29:49.700
[SPEAKER_00]: Well, you don't recognize it.

29:49.740 --> 29:51.681
[SPEAKER_00]: There's obviously risk involved, so now you don't progress.

29:52.762 --> 29:56.045
[SPEAKER_00]: But taking action is a very good move.

29:56.265 --> 29:57.446
[SPEAKER_00]: And it doesn't have to be a big action.

29:57.466 --> 29:59.067
[SPEAKER_00]: In fact, I don't recommend taking a big action.

29:59.087 --> 30:00.368
[SPEAKER_00]: I can recommend taking small action.

30:00.828 --> 30:03.130
[SPEAKER_00]: And you'll get feedback and you can then adjust.

30:04.391 --> 30:21.524
[SPEAKER_00]: Then the other method here that they talk about is a recognition and this is when time is critical during crisis situations requires little time requires little relatively little current information requires less planning time leads to increased tempo and increases ability to maintain the initiative against the enemy.

30:22.364 --> 30:28.809
[SPEAKER_00]: The disadvantages requires large experience base on the subject before the crisis requires moral

30:30.130 --> 30:36.496
[SPEAKER_00]: And the decision-maker assumes increased risk without group absolution from staff planning.

30:37.817 --> 30:45.444
[SPEAKER_00]: You know, and again, to me, that one of the key components that's going in there is the instinctive part of

30:46.845 --> 30:49.826
[SPEAKER_00]: Beyond, look, you may or may not have experience.

30:50.346 --> 30:53.447
[SPEAKER_00]: Obviously, the more experience you have, the better your instincts are going to be.

30:54.388 --> 30:59.469
[SPEAKER_00]: But sometimes you're in a situation that you haven't been before, but you go, sometimes not right here.

31:00.489 --> 31:01.070
[SPEAKER_00]: We're not doing this.

31:01.510 --> 31:02.690
[SPEAKER_00]: Or hey, you know what?

31:02.810 --> 31:03.550
[SPEAKER_00]: Let's stop the car.

31:03.651 --> 31:04.571
[SPEAKER_00]: Let's let's pull over.

31:05.951 --> 31:10.893
[SPEAKER_00]: Whatever that situation is, I think it's a very smart to pay attention to your instincts.

31:14.052 --> 31:29.889
[SPEAKER_00]: analytical decision making or in a dignity is just a little bit more analytical decision making is the most comprehensive and accurate type of decision making and again we put so much faith in this but you're assuming that you can predict the future and you can't.

31:31.130 --> 31:33.171
[SPEAKER_00]: this is where we make mistakes with the wars.

31:34.191 --> 31:36.151
[SPEAKER_00]: We go, oh yeah, we'll run the numbers.

31:36.191 --> 31:39.732
[SPEAKER_00]: There's 80% chance that this will happen and then there's a 90% chance that this will happen.

31:40.213 --> 31:40.693
[SPEAKER_00]: Guess what?

31:41.153 --> 31:44.194
[SPEAKER_00]: And there's a 99% chance that this will happen and we're going to be good to go.

31:44.294 --> 31:44.674
[SPEAKER_00]: Guess what?

31:44.794 --> 31:46.434
[SPEAKER_00]: It's going to be that 1% that you didn't expect.

31:47.455 --> 31:49.375
[SPEAKER_00]: We over index on analytical.

31:49.935 --> 31:50.956
[SPEAKER_00]: We over index on it.

31:52.136 --> 31:57.798
[SPEAKER_00]: And what it makes us do is first of all, it makes us commit too much when we shouldn't, because you go off this, it'll be good to go.

31:58.098 --> 31:58.638
[SPEAKER_00]: No, it won't be.

32:00.841 --> 32:11.117
[SPEAKER_00]: You make those the classic assumptions, do you that the you make a song assume means make out an ass out of you and me You've seen that right.

32:11.197 --> 32:13.961
[SPEAKER_00]: Yeah, it was silly little thing, but it's a fully accurate.

32:14.062 --> 32:14.182
[SPEAKER_00]: Yeah

32:15.555 --> 32:19.116
[SPEAKER_00]: analytical decision-making is the most comprehensive and accurate type of decision-making.

32:19.736 --> 32:25.779
[SPEAKER_00]: The reason is the time available allows for a detailed review of the situation which subsequently leads to a decision and resulting action.

32:26.159 --> 32:34.322
[SPEAKER_00]: What it also allows you to do is focus on a bunch of small little things that actually don't really matter.

32:34.942 --> 32:42.805
[SPEAKER_00]: It allows you to get a bunch of more numbers and things to analyze and charts and all the stuff, but there's really only like three things that matter, or two things that matter.

32:43.005 --> 32:43.325
[SPEAKER_00]: Not 17.

32:44.844 --> 32:48.247
[SPEAKER_00]: So now you've got a bunch of these other things that you're thinking about, you're really shouldn't be thinking about enablements.

32:50.589 --> 32:56.693
[SPEAKER_00]: Your tactical planning classes will take you through the methods and tools we used to conduct analytical decision-making process prior to execution.

32:56.713 --> 33:00.917
[SPEAKER_00]: However, analytical decision-making is not limited to preparation phase of an operation.

33:01.177 --> 33:04.780
[SPEAKER_00]: It continues into the conduct and consolidation phases as well.

33:05.080 --> 33:08.222
[SPEAKER_00]: I'll be at to a lesser degree due to the nature of those environments.

33:08.302 --> 33:08.863
[SPEAKER_00]: Yeah, check.

33:09.323 --> 33:19.270
[SPEAKER_00]: Recognitional decision-making, in this way I put a little bit more focus because this is what our Platoon leaders are more likely to be doing is you know out there Recognizing and trying to make a decision.

33:19.631 --> 33:29.317
[SPEAKER_00]: Recognitional decision-making or recognition primed decision-making is a model of How people make quick effective decisions when faced with complex situations.

33:29.738 --> 33:35.202
[SPEAKER_00]: It often occurs subconsciously Recognitional decision-making inherently assumes more risk

33:35.822 --> 33:54.099
[SPEAKER_00]: as less than perfect information is rapidly processed and acted upon to ensure that unnecessary risk is mitigated during recreational decision making, training and experience is paramount, repetitive training, rehearsals and experience allow for faster recognition of key variables that will drive one toward a particular decision.

33:55.060 --> 34:14.067
[SPEAKER_00]: take our football game example above the during the hurry up offense of what increases what increases the quarterback's ability conduct good recognition decision-making and lead the team in that action the practice during the week preparation for the game trains the quarterback to pick up opposing team patterns and subsequent actions faster.

34:14.687 --> 34:18.848
[SPEAKER_00]: There are two types of decision-making strategies for what we consider recognition-prime.

34:19.549 --> 34:22.490
[SPEAKER_00]: And one of the key things that you better learn

34:23.430 --> 34:28.613
[SPEAKER_00]: to be able to do this is detaching and not get caught up in the freaking action that's happening.

34:28.873 --> 34:30.954
[SPEAKER_00]: And you have to be able to take a little bit of a step back.

34:30.974 --> 34:31.415
[SPEAKER_00]: You have to.

34:32.655 --> 34:33.816
[SPEAKER_00]: That's the super power here.

34:34.116 --> 34:35.657
[SPEAKER_00]: I'm telling you that's a super power all day.

34:37.066 --> 34:37.987
[SPEAKER_00]: feature matching.

34:38.648 --> 34:43.572
[SPEAKER_00]: The decision maker identifies that he or she has personally experienced the elements of a given situation.

34:44.173 --> 34:48.937
[SPEAKER_00]: This experiment can be a result of past actions training or rehearsing a plan.

34:49.337 --> 34:56.945
[SPEAKER_00]: Comparison based on the previous personal experience allows for quicker decision making given the same situation but different time in place.

34:57.485 --> 35:09.594
[SPEAKER_00]: And that's also a cautionary tale, because, you know, in Jiu Jitsu, you got that you develop a pattern, you're wrong with somebody you've never rolled them before, you develop a pattern with them, and you gotta be careful.

35:10.094 --> 35:13.957
[SPEAKER_00]: Cause your experience was, oh, when I did this, they didn't do anything, oh, when I did this, they didn't do anything, oh, when I did, oh, they cut you.

35:15.078 --> 35:27.986
[SPEAKER_00]: So you got to be, you got to use caution there, reasoned by analogy, the retrieval of stored information derived from a similar situation, this is a comparison of the elements and results of a similar situation that the decision makers previously observed or read about.

35:29.247 --> 35:42.655
[SPEAKER_00]: This is usually occurs as the result of past studies, for example football player has watched tape of an opponent in preparation for an upcoming game when the player sees a similar situation emerge, the decision capability increases with speed.

35:43.348 --> 35:43.528
[SPEAKER_00]: Yeah.

35:43.628 --> 35:43.889
[SPEAKER_00]: Check.

35:44.729 --> 35:47.192
[SPEAKER_00]: Both types require pattern recognition to occur.

35:47.492 --> 35:57.341
[SPEAKER_00]: We identify patterns based on experiences or by historical references, pattern recognition improves and speed and accuracy the more we experience a certain collection of events.

35:57.661 --> 35:59.123
[SPEAKER_00]: We accomplish this through training.

36:00.504 --> 36:01.365
[SPEAKER_00]: Yes, you do.

36:01.925 --> 36:06.449
[SPEAKER_00]: And it was really, it's always incredible to watch people get better at things.

36:07.410 --> 36:11.032
[SPEAKER_00]: and get better at decision-making and be able to recognize what's happening.

36:11.232 --> 36:13.553
[SPEAKER_00]: And they only do that if you get put them in those scenarios.

36:14.313 --> 36:20.516
[SPEAKER_00]: I would talk about detachment with a young, with a ceilpatoon for four hours.

36:21.057 --> 36:29.181
[SPEAKER_00]: Explain it to them, you know, if you're going to walk them through it, do every story I could think of about detachment, and then go out and just watch them brain lock and freaking get target fixation.

36:29.801 --> 36:35.624
[SPEAKER_00]: Until they went through, you know what's very similar to, is standing up on a surfboard.

36:36.984 --> 36:45.126
[SPEAKER_00]: Like you have to just keep trying to stand up until you get it and once you get it you're kind of good to go or like writing a bicycle You could teach your kids how to write a bike, right?

36:46.466 --> 36:47.046
[SPEAKER_00]: They fall down.

36:47.347 --> 36:47.887
[SPEAKER_00]: They fall down.

36:48.167 --> 37:02.290
[SPEAKER_00]: They fall down and then they get it and then they're okay So it's like a break through moment that people have to have in order to learn how to attach But you can't you can you can point it out to your kid the bicycle You can even have him sit on the bike while they're sitting there and kind of let him balance and

37:02.970 --> 37:05.793
[SPEAKER_00]: But they're not going to know how to do it until they do it.

37:05.893 --> 37:08.055
[SPEAKER_00]: And they have to kind of get it right on their own.

37:09.236 --> 37:10.977
[SPEAKER_00]: You set up all the conditions you get them going.

37:10.997 --> 37:11.738
[SPEAKER_00]: You push them from behind.

37:11.758 --> 37:12.879
[SPEAKER_00]: You put them on a slight decline.

37:12.899 --> 37:13.920
[SPEAKER_00]: So there's a little bit of momentum.

37:14.220 --> 37:15.321
[SPEAKER_00]: And you're like, you do all those things.

37:15.341 --> 37:16.462
[SPEAKER_00]: You already work the training wheels.

37:16.482 --> 37:18.384
[SPEAKER_00]: But at some point, they got to feel that thing on their own.

37:18.644 --> 37:21.707
[SPEAKER_00]: And that's what detachment, teaching someone detachment is very similar to that.

37:21.947 --> 37:23.368
[SPEAKER_01]: Yeah, yeah, that's a good.

37:23.908 --> 37:24.949
[SPEAKER_01]: Very easy.

37:24.989 --> 37:31.653
[SPEAKER_01]: Actually, even though you're kids learning to ride bike is probably a long time ago.

37:31.973 --> 37:33.754
[SPEAKER_01]: But there have been developments.

37:34.474 --> 37:38.377
[SPEAKER_01]: So they went away from training wheels to what's called a balance bike.

37:39.017 --> 37:42.339
[SPEAKER_01]: So a balance bike is just a little bike that you give the kid that doesn't have any pedals.

37:42.399 --> 37:43.800
[SPEAKER_00]: Yeah, yeah, we had those.

37:44.160 --> 37:44.480
[SPEAKER_00]: Oh, for us.

37:44.500 --> 37:46.421
[SPEAKER_00]: Yeah, but I think my youngest had it.

37:46.982 --> 37:47.222
[SPEAKER_00]: Okay.

37:47.242 --> 37:48.743
[SPEAKER_00]: Actually, no, my son had it too.

37:48.963 --> 37:49.363
[SPEAKER_00]: Oh, okay.

37:51.104 --> 37:53.045
[SPEAKER_01]: Yeah, I never heard of it until when you kind of glide.

37:53.445 --> 37:55.245
[SPEAKER_00]: Yeah, if you glide, then that's your balance.

37:55.285 --> 38:00.247
[SPEAKER_01]: Yeah, because they figured out that, no, that helps them train their balance.

38:00.267 --> 38:02.247
[SPEAKER_01]: The training wheels do not, they don't.

38:02.287 --> 38:03.588
[SPEAKER_01]: Because you don't have to balance that at all.

38:03.648 --> 38:09.649
[SPEAKER_01]: You're not like, you're not influenced to balance to achieve success on a training wheel bike.

38:09.849 --> 38:11.730
[SPEAKER_01]: You know, the training wheels just, whatever.

38:11.770 --> 38:13.370
[SPEAKER_01]: So it doesn't really technically teach you.

38:13.410 --> 38:15.391
[SPEAKER_01]: Yep, you know, so the balance bike apparently.

38:15.731 --> 38:20.712
[SPEAKER_01]: Like I remember when we first found out about it, you'd see all the little videos whatever in there, like just the breakthrough.

38:20.752 --> 38:21.932
[SPEAKER_01]: This is like the biggest deal.

38:21.992 --> 38:25.613
[SPEAKER_01]: It's like such a cheat code for teaching me, and I'm like, oh, that makes sense.

38:26.073 --> 38:30.174
[SPEAKER_01]: But apparently now, because they just saw something recently, it's like training wheels.

38:30.234 --> 38:31.955
[SPEAKER_01]: They know now, it's not a thing.

38:32.535 --> 38:33.775
[SPEAKER_01]: They like it doesn't work.

38:33.995 --> 38:37.076
[SPEAKER_00]: Like before it was a theory and now it's fact.

38:37.096 --> 38:37.816
[SPEAKER_00]: Yeah, yeah, yeah.

38:37.956 --> 38:41.557
[SPEAKER_01]: Like it's a, we'll say, I don't know my fact, but just more widely accepted.

38:41.577 --> 38:44.838
[SPEAKER_01]: And that, oh yeah, training wheels, that's like the old school antiquated way.

38:45.818 --> 39:09.535
[SPEAKER_00]: Yeah, the bike thing is really a good comparison I'm trying to think of other things that are comparable but even freefall like skydiving when you do that I'm sure there's certain positions like I'm not I'm not a good freefall guy But I'm sure there's certain positions you see the guy like vertically like I'm sure there's some positions that are like that like you kind of got to do it and do you get it But even freefall you kind of have the body

39:10.315 --> 39:37.137
[SPEAKER_00]: You put your body in your way and you'll kind of beat most people kind of be okay when you get coach you know you're the hard arch and you lay on this little freaking like a like a little table and you go in the position and they'll like point out what you're doing right what you're doing wrong and you're kind of okay there's very few things that standing up on a surfboard is also the same thing in a guess what has to do with balance right there's two balance things snowboarding

39:38.458 --> 39:40.599
[SPEAKER_00]: Kind of but it's not quite as extreme.

39:40.679 --> 39:47.561
[SPEAKER_00]: I don't think it's a little it's a little bit more It's a little bit easier to stand up on a snowboard like it's your basically standing.

39:47.801 --> 39:53.083
[SPEAKER_01]: Yeah, yeah, like the balance is way less Intensive you know like the yeah surfboard

39:55.058 --> 39:56.238
[SPEAKER_01]: You you're on water.

39:56.458 --> 39:56.939
[SPEAKER_01]: That's why.

39:56.979 --> 39:58.499
[SPEAKER_01]: So you can't really like snowboard.

39:58.519 --> 40:02.900
[SPEAKER_01]: Yeah, you got to like block in and get the technique down until it's natural, but that's when you're moving.

40:03.080 --> 40:09.822
[SPEAKER_01]: You know, and all this but yeah, even surfboard though like right you can stand up one time and then like the next 10 times like you can't get it.

40:09.922 --> 40:11.703
[SPEAKER_00]: Yeah, that's true, but you'll at least.

40:13.236 --> 40:14.677
[SPEAKER_00]: Yeah, you'll have a bit of a breakthrough.

40:14.857 --> 40:17.119
[SPEAKER_01]: Yeah, I feel like it registers your brain.

40:17.259 --> 40:19.441
[SPEAKER_01]: Like in that way, where it's like, okay, this is what it feels like.

40:19.461 --> 40:22.263
[SPEAKER_01]: And you can sort of replicate it in the near future.

40:22.344 --> 40:24.866
[SPEAKER_00]: So that's what it is like training people to detach it.

40:24.886 --> 40:27.648
[SPEAKER_00]: It's not easy and it's very difficult to do in the classroom.

40:28.188 --> 40:32.532
[SPEAKER_00]: One thing that you can do is you can kind of get somebody in a stressful situation.

40:32.552 --> 40:34.073
[SPEAKER_00]: You can kind of pull them out of it a little bit.

40:34.393 --> 40:35.835
[SPEAKER_00]: You can literally go, hey, hold on.

40:36.335 --> 40:36.715
[SPEAKER_00]: Come over here.

40:37.596 --> 40:54.853
[SPEAKER_00]: look around and they go oh I can see it now so you can manually do that it's kind of like like helping them on their bike pushing them along maybe maybe keep them up a little bit so they get the feel for it but they got to eventually break through the threshold and detach that's what we're doing.

40:56.973 --> 41:09.641
[SPEAKER_00]: Decision-making variables in either analytic or recognizable decision-making when faced with a likely prospect of failure amidst a sea of uncertain vague and contradictory information most people are extremely hesitant to make a decision.

41:09.981 --> 41:10.541
[SPEAKER_00]: That's true.

41:11.622 --> 41:16.005
[SPEAKER_00]: We tend to forget that the enemy is also facing a similar information shortfall.

41:16.185 --> 41:17.005
[SPEAKER_00]: That's important.

41:17.946 --> 41:19.907
[SPEAKER_00]: Always think, man, what it's cold, what miserable for you?

41:19.947 --> 41:21.328
[SPEAKER_00]: It's cold, what miserable for them, too.

41:22.468 --> 41:23.469
[SPEAKER_00]: The terrain is bad for you.

41:23.509 --> 41:24.370
[SPEAKER_00]: It's bad for them, too.

41:25.433 --> 41:36.462
[SPEAKER_00]: understanding the factors that degrade our decision-making ability on the battlefield and realizing that they will never be absent or absolutely viable to relevant decisions in a conflict.

41:36.842 --> 41:41.386
[SPEAKER_00]: So there are things that are always going to be there that are always going to screw up your decision-making process.

41:41.646 --> 41:42.567
[SPEAKER_00]: They're always going to be there.

41:43.347 --> 41:49.195
[SPEAKER_00]: As leaders, we must guard against waiting for the perfect sight picture, which may never come leading to an action.

41:50.056 --> 41:50.857
[SPEAKER_00]: That's a critical one.

41:51.698 --> 42:00.890
[SPEAKER_00]: You know when you're shooting, whether you're shooting archery or you're shooting a pistol or you're shooting a rifle, you cannot just hold the sight.

42:02.051 --> 42:03.412
[SPEAKER_00]: right where you want it to be.

42:03.953 --> 42:09.277
[SPEAKER_00]: It moves a little bit and if you wait for it and wait for it to never get there and you won't take the shot.

42:09.838 --> 42:14.722
[SPEAKER_00]: So you got to hold it in the general vicinity and then you slow squeeze on the trigger and let that thing roll.

42:16.848 --> 42:21.149
[SPEAKER_00]: The below variables are those commonly seen in all types of decision making.

42:22.170 --> 42:27.491
[SPEAKER_00]: Understanding these variables allows us to plan an execute in uncertainty, although the plan will be less than perfect.

42:27.771 --> 42:29.592
[SPEAKER_00]: This is known as the 70% solution.

42:29.892 --> 42:31.573
[SPEAKER_00]: They demoted my 80% solution to a 70% solution.

42:33.513 --> 42:42.719
[SPEAKER_00]: Okay, first one, chance that absence of any cause of events that can be predicted, understood or controlled, no other human activity is subject to chance more than combat, facts.

42:43.520 --> 42:45.401
[SPEAKER_00]: It increases on certain risk risk.

42:45.841 --> 42:50.924
[SPEAKER_00]: This is the expectation that the future holds the possibility of more than one result.

42:51.464 --> 42:57.268
[SPEAKER_00]: It is inherent in every decision as well as in decision, so there's risk and in decision and there's risk and decision.

42:57.828 --> 43:02.434
[SPEAKER_00]: Information, the sum of all inputs, often from multiple sources in a given situation.

43:02.454 --> 43:06.700
[SPEAKER_00]: We must learn to identify exactly how much information we need to make an effective decision.

43:06.960 --> 43:09.103
[SPEAKER_00]: Too much information will slow down our processing time.

43:09.343 --> 43:12.147
[SPEAKER_00]: Too little information will cause unnecessary risk.

43:12.647 --> 43:17.471
[SPEAKER_00]: And I should talk more about the prioritize and execute when it comes to information, which I just kind of hinted at.

43:17.911 --> 43:18.371
[SPEAKER_00]: Like you got up.

43:18.631 --> 43:20.092
[SPEAKER_00]: We got a bunch of information coming in.

43:20.173 --> 43:21.273
[SPEAKER_00]: Some of it doesn't matter.

43:22.494 --> 43:23.535
[SPEAKER_00]: Some of it doesn't matter.

43:23.635 --> 43:26.157
[SPEAKER_00]: Some of it matters critically.

43:26.897 --> 43:30.840
[SPEAKER_00]: And being able to decipher what matters and what doesn't matter is a huge part of being a leader.

43:32.061 --> 43:35.484
[SPEAKER_00]: Not getting wrapped around the axle about something that really doesn't matter that much.

43:35.844 --> 43:36.785
[SPEAKER_00]: And I see that all the time.

43:36.985 --> 43:37.505
[SPEAKER_00]: Wrap it up.

43:37.925 --> 43:41.168
[SPEAKER_00]: Just wrapped around the axle about something that literally doesn't matter.

43:43.782 --> 43:46.483
[SPEAKER_00]: time, this is my most important one.

43:47.084 --> 43:49.985
[SPEAKER_00]: The only one we have no control over, that that clock is taking.

43:51.086 --> 43:56.808
[SPEAKER_00]: A constraint imposed by either the mission or the enemy requiring action to occur at a certain instant.

43:57.309 --> 44:01.330
[SPEAKER_00]: It will often drive information accumulation and risk threshold.

44:01.851 --> 44:04.052
[SPEAKER_00]: Uncertainty decisions will never be made without doubt.

44:05.313 --> 44:12.144
[SPEAKER_00]: Or with complete protection from error, the goal is to attain the highest degree of precision relative to the amount of information in the given time constraints.

44:13.386 --> 44:15.249
[SPEAKER_00]: You gotta be really comfortable with uncertainty.

44:17.577 --> 44:22.498
[SPEAKER_00]: the way to become more certain is to move.

44:23.699 --> 44:27.240
[SPEAKER_00]: If I'm not sure what you're going to do, I can say in here and wait for you to do something.

44:27.900 --> 44:32.641
[SPEAKER_00]: And I don't know even though I'm going to find it out, but when I start attacking you, I'm going to become more and more certain.

44:35.402 --> 44:35.923
[SPEAKER_00]: Experience.

44:36.483 --> 44:40.867
[SPEAKER_00]: Knowledge gained through exposure to an event or idea that has been stored in your memory.

44:40.927 --> 44:43.148
[SPEAKER_00]: It drives information comparison and analysis.

44:43.449 --> 44:48.813
[SPEAKER_00]: The larger experience database, the more we reduce risk uncertainty in the amount of information necessary to make a decision.

44:50.570 --> 44:52.772
[SPEAKER_00]: but you just got to be careful because we get caught in ruts.

44:53.332 --> 44:53.973
[SPEAKER_00]: Mental ruts.

44:55.334 --> 45:01.719
[SPEAKER_00]: Human factors, external factors that influence decision making often without preconceived realization is it is happening.

45:02.780 --> 45:10.107
[SPEAKER_00]: We must learn to recognize these external factors and mitigate or control their influence in our decision making process.

45:10.407 --> 45:12.028
[SPEAKER_00]: This is why you got to know what your biases are.

45:12.228 --> 45:14.010
[SPEAKER_00]: This is what you got to know what your tendencies are.

45:14.670 --> 45:16.192
[SPEAKER_00]: If you know that you tend to be

45:18.014 --> 45:27.756
[SPEAKER_00]: Slow to react than you better lean in and react faster if you know that you sometimes overreact you better lean out and not react so passionately and so stupidly.

45:29.535 --> 45:30.456
[SPEAKER_00]: These are human factors.

45:30.476 --> 45:39.403
[SPEAKER_00]: By the way, everyone on your team, you know, if I, if I got you working for me, and I know we got a timeline that we need to meet, I know I got to apply a little more pressure than I do to carry.

45:40.564 --> 45:41.524
[SPEAKER_00]: You know what I'm saying?

45:42.065 --> 45:43.186
[SPEAKER_00]: This is not a shot at you.

45:43.906 --> 45:53.874
[SPEAKER_00]: Well, maybe it is, but it's true that we got to make sure that everyone has tendencies and you got to lean in or lean out depending on which direction you're trying to hit.

45:55.235 --> 45:58.616
[SPEAKER_00]: And then we get into the Boyd Cycle here, the Udalupe.

45:59.016 --> 46:00.937
[SPEAKER_00]: We know these Observe Orient Decide Nacked.

46:01.977 --> 46:05.618
[SPEAKER_00]: And Observe, look around, check your surroundings.

46:05.638 --> 46:09.819
[SPEAKER_00]: Check where the enemy is, any changes in the situations.

46:09.839 --> 46:10.679
[SPEAKER_00]: What are the variables?

46:10.699 --> 46:19.241
[SPEAKER_00]: That's Observe Orient Decide Orient means develop a mental image of the scene, gain awareness.

46:19.462 --> 46:20.762
[SPEAKER_00]: How do you fit into that picture?

46:21.342 --> 46:24.163
[SPEAKER_00]: Then decide, make your decision on what we're going to do.

46:25.223 --> 46:25.684
[SPEAKER_00]: Take action.

46:26.444 --> 46:28.606
[SPEAKER_00]: So there's almost a one to one.

46:29.026 --> 46:50.403
[SPEAKER_00]: You heard my saying relax look around and make a call So relax look around and make a call You know look around see what's happening Relax means Freaking chill take a breath The one thing that I don't have in relax look around and make a call is act But there's a reason

46:51.513 --> 46:58.914
[SPEAKER_00]: The reason is, because when I was telling Seth Stone to make a call, his platoon was ready to act.

46:58.934 --> 47:04.095
[SPEAKER_00]: He just said, I didn't need to tell him to execute, when he made the call, the platoon is going to freaking out the platoon is going to get after it.

47:04.116 --> 47:07.236
[SPEAKER_00]: They're going to make it happen.

47:07.396 --> 47:08.716
[SPEAKER_00]: So I didn't need to write that up there.

47:09.157 --> 47:13.917
[SPEAKER_00]: If I would have been talking about him as an individual, I would have had to say, once you make a decision, execute it.

47:14.137 --> 47:16.638
[SPEAKER_00]: But all he needed to do was say the decision and the boys were going to execute it.

47:18.395 --> 47:23.298
[SPEAKER_00]: But the, the, the, the, the, the, this is what we're trying to do and process faster than.

47:24.459 --> 47:25.539
[SPEAKER_00]: Then our enemy.

47:26.520 --> 47:32.924
[SPEAKER_00]: We're trying to observe or he'd decide an act observe or he'd decide an act observe or he'd decide an act and they use the term here.

47:33.024 --> 47:38.207
[SPEAKER_00]: They say like your the smaller your decision loop is the better and so well, this guy's got a big one.

47:38.347 --> 47:42.950
[SPEAKER_00]: I always used the term or heard the term like want to get inside their decision making.

47:42.990 --> 47:45.212
[SPEAKER_00]: The, which means which technical guy gives me is that yours is smaller.

47:46.372 --> 47:49.373
[SPEAKER_00]: The Udlupe is applicable throughout the phases of any operation.

47:49.413 --> 47:50.574
[SPEAKER_00]: We visit our football example.

47:50.614 --> 47:55.296
[SPEAKER_00]: In the case of the preparatory phase, the team deserves an analyzer that are opponent by viewing pass footage.

47:55.556 --> 48:03.059
[SPEAKER_00]: The team oriented situation gaining awareness of the opponent, identifying where the preparatory actions can affect the opposing team.

48:03.459 --> 48:08.141
[SPEAKER_00]: The team then decides that a course of action or series of plays to exploit the opportunities oriented on.

48:08.381 --> 48:12.783
[SPEAKER_00]: Finally, the team acts on this decision, practicing and rehearsing that plays prior to execution.

48:13.223 --> 48:21.013
[SPEAKER_00]: This preparatory phase is heavy on rational calculation and analytical decision making because the time is available to conduct the analysis check.

48:21.434 --> 48:24.017
[SPEAKER_00]: So even before you're in the game, you're running the utalo.

48:25.065 --> 48:29.386
[SPEAKER_00]: When the game time comes around, the U.L.P remains and is continuous occurring with each play.

48:29.586 --> 48:32.767
[SPEAKER_00]: The team observes actions taken by the opposing team throughout the course of play.

48:32.987 --> 48:37.488
[SPEAKER_00]: They orient them on the fleeting opportunities by gaining awareness of how the opposition is playing.

48:37.708 --> 48:42.110
[SPEAKER_00]: The quarterback then decides on the next play to run, communicates to play to the teammates and leads them through the execution.

48:42.690 --> 48:45.591
[SPEAKER_00]: In this case, analytical decision making is decreased.

48:45.911 --> 48:49.732
[SPEAKER_00]: While recognition of decision making is increased due to the compressed time.

48:51.112 --> 49:01.638
[SPEAKER_00]: note that if the play is not effectively communicated the action may fail, also note that the decision made by the quarterback isn't inherently riskier, then it would be if the quarterback had time available to be more analytical.

49:02.319 --> 49:04.320
[SPEAKER_00]: And that's where I'm telling you, probably not.

49:05.701 --> 49:08.723
[SPEAKER_00]: In a lot of cases, it's like, you know, you give him half an hour to make a call.

49:10.543 --> 49:13.705
[SPEAKER_00]: Well, the defense is going to adjust to, so you're kind of just wasting time.

49:15.767 --> 49:17.808
[SPEAKER_00]: I'd rather be proactive and make things happen.

49:18.208 --> 49:31.478
[SPEAKER_00]: The practice increases the quarterback's recognition by observing opponent actions over and over again, for which the quarterback can identify patterns, orienting faster on those patterns through feature matching or by reasoning, by analogy.

49:31.698 --> 49:32.819
[SPEAKER_00]: We should do this with fighters too.

49:33.099 --> 49:34.700
[SPEAKER_00]: We'd get like someone in camp.

49:35.841 --> 49:38.984
[SPEAKER_00]: to simulate who someone was going to be fighting.

49:39.024 --> 49:39.605
[SPEAKER_00]: Get some rest there.

49:39.625 --> 49:40.406
[SPEAKER_00]: We bring in a wrestler.

49:40.606 --> 49:40.726
[SPEAKER_00]: Right.

49:41.327 --> 49:46.112
[SPEAKER_00]: Get we brought him max all the way one time to help train Jeremy Stevens because he was fighting.

49:48.532 --> 49:53.775
[SPEAKER_00]: Who was it that threw that crazy kick off the fence, like a highlight reel of highlight reel's pedestal?

49:53.955 --> 49:56.477
[SPEAKER_00]: Yeah, yeah, yeah, Anthony Pettis, yep.

49:56.717 --> 50:00.639
[SPEAKER_00]: So we brought in Max Holloway when he was, I think he was 17, dude.

50:00.859 --> 50:02.440
[SPEAKER_01]: Yeah, I remember that, that's what I met him.

50:02.520 --> 50:02.940
[SPEAKER_00]: Oh yeah, yeah.

50:03.200 --> 50:03.541
[SPEAKER_00]: Beast.

50:04.221 --> 50:08.383
[SPEAKER_00]: He were like, I wish I could have invested in Max Holloway when I met him as a 17 year old.

50:10.004 --> 50:13.827
[SPEAKER_00]: Because he was for a 17 year old first of all.

50:13.847 --> 50:15.448
[SPEAKER_00]: He's in a man camp, right?

50:15.628 --> 50:17.370
[SPEAKER_00]: He's in man camp and second of all.

50:17.870 --> 50:19.351
[SPEAKER_00]: He's he's there just to spar.

50:19.371 --> 50:28.358
[SPEAKER_00]: He doesn't need to do the camp He did the camp and by the way he did the camp hard like when we when it's time to sprint and do conditioning But he was he was in it to win it

50:29.438 --> 50:50.035
[SPEAKER_00]: And he had, you know, obviously strike him as Greg, which I could have invested in him as a, as a 17 year old, but any great attitude and obviously ended up having an outstanding career, but my point is it's, you bring someone in, that's going to give you those looks and you're going to start to see the pattern recognition and that's going to make you more prepared for it.

50:50.055 --> 50:51.256
[SPEAKER_00]: That's why we talk about role playing.

50:51.316 --> 50:53.938
[SPEAKER_00]: You know, when you're role playing, you've got a tough conversation with someone.

50:54.210 --> 50:54.910
[SPEAKER_00]: Do some roll blank.

50:55.431 --> 50:56.431
[SPEAKER_00]: Let's see what those looks like.

50:57.632 --> 51:00.093
[SPEAKER_00]: Let's see what some of those possible contingency we might have to deal with.

51:00.653 --> 51:05.856
[SPEAKER_00]: At the most recreational level, think about the quarterback who receives the ball and steps backward to make a pass.

51:06.296 --> 51:13.539
[SPEAKER_00]: Before the pass is thrown, the quarterback recognizes that gaps are beginning to form in the team's perimeter, allowing the opposing force to access the quarterback.

51:13.899 --> 51:16.781
[SPEAKER_00]: In this case, the opposing team has the initiative over the quarterback.

51:17.041 --> 51:21.603
[SPEAKER_00]: If the quarterback is unable to observe or you're in deciding act quick enough, the quarterback will stay in place,

51:25.162 --> 51:32.885
[SPEAKER_00]: In this case, the quarterback's Oedaloup is larger than the opposing team, as it is long as it takes longer for him to make a decision on the course of action.

51:33.225 --> 51:44.770
[SPEAKER_00]: If the quarterback's Oedaloup is smaller than the opposing team, then the quarterback will observe the gaps forming, or in on the danger they represent, and the opportunities available to regain the initiative, then decide to run out of the perimeter and act on the decision quickly.

51:45.551 --> 51:47.512
[SPEAKER_00]: So, even in the football game, they're doing that Oedaloup.

51:48.332 --> 51:52.914
[SPEAKER_00]: The whole time from the pregame to the last two minutes, the last play.

51:54.240 --> 52:01.923
[SPEAKER_00]: Note the applicability of the U-Loop to both preparation and conduct of the action, also at the quarterback's ability to adapt action to what is being observed and oriented on.

52:02.383 --> 52:09.046
[SPEAKER_00]: If the quarterback fell in love with his plan of a pass, then adaptation to the situation may not have happened.

52:10.346 --> 52:15.929
[SPEAKER_00]: A decision to change, of course, would not have been made and the quarterback would not have been tackled.

52:17.209 --> 52:22.471
[SPEAKER_00]: this brings us to the relationship between the boy's cycle and adaptive decision making.

52:23.191 --> 52:30.273
[SPEAKER_00]: So adaptive decision making in the boy's cycle, according to war fighting, the military profession is thinking is a thinking profession.

52:30.993 --> 52:36.355
[SPEAKER_00]: Since war is a fluid phenomenon, it's conduct requires flexibility of thought.

52:36.815 --> 52:39.476
[SPEAKER_00]: It's always so classical, I always have to remind people,

52:40.196 --> 52:49.983
[SPEAKER_00]: This is the United States Marine Corps, everyone thinks the United States Marine Corps is automotons just following orders and everyone's been trained in this rigid authoritarian mindset.

52:50.384 --> 52:51.084
[SPEAKER_00]: But it's not true.

52:51.244 --> 52:52.285
[SPEAKER_00]: The Marine Corps doesn't want that.

52:53.706 --> 52:54.687
[SPEAKER_00]: They're not supposed to want that.

52:54.747 --> 52:56.388
[SPEAKER_00]: Sometimes you see the Marine Corps ban.

52:56.568 --> 52:57.309
[SPEAKER_00]: Is that really what you want?

52:57.889 --> 52:58.050
[SPEAKER_00]: Nope.

52:58.090 --> 52:58.670
[SPEAKER_00]: You don't want that.

52:59.190 --> 53:00.792
[SPEAKER_00]: You want flexibility of thought.

53:03.173 --> 53:05.915
[SPEAKER_00]: They run through the six tactical tenants in the nine principles of

53:10.638 --> 53:15.244
[SPEAKER_00]: And that means when you're doing something, you want it, you want a definitive outcome, right?

53:15.284 --> 53:22.773
[SPEAKER_00]: I'm not, I'm not entering this game to, for half measures, trying to get something to happen, achieving a decision, gaining an advantage.

53:24.347 --> 53:26.008
[SPEAKER_00]: That means we're going to strike with the enemies weak.

53:27.149 --> 53:28.690
[SPEAKER_00]: That means we're going to stack the deck in our favor.

53:29.091 --> 53:31.272
[SPEAKER_00]: I'll tell you what it is, it's kind of like we should be cheating.

53:32.413 --> 53:32.673
[SPEAKER_00]: Right?

53:33.274 --> 53:34.114
[SPEAKER_00]: We should be cheating.

53:35.495 --> 53:37.437
[SPEAKER_00]: There's a, like, never fight fair.

53:37.457 --> 53:39.759
[SPEAKER_00]: I heard that in the sealed team's going through Buds, never fight fair.

53:40.079 --> 53:41.000
[SPEAKER_00]: Why would you fight fair?

53:41.740 --> 53:42.481
[SPEAKER_00]: Do not fight fair.

53:43.021 --> 53:45.503
[SPEAKER_00]: If you can stack the deck in your favor, stack the deck in your favor.

53:46.924 --> 53:47.484
[SPEAKER_00]: Be faster.

53:47.925 --> 53:48.125
[SPEAKER_00]: Right?

53:48.185 --> 53:50.407
[SPEAKER_00]: Speed, speed is an advantage.

53:55.986 --> 54:10.849
[SPEAKER_00]: and then cooperation right we're working together and then the last one is exploiting success when something happens you got to take advantage of it you got to take when you got to revenge you got to take advantage of it and if you don't

54:13.119 --> 54:27.448
[SPEAKER_00]: you wasted it, so you have to, that requires, by the way, that requires speed, that requires re-adapting quickly to an opportunity that presents itself, we got to break the enemy, that's what we're trying to do.

54:27.468 --> 54:32.831
[SPEAKER_00]: And then the nine principles of war, mass, which is concentrate, like concentrate your forces as a prioritized next to you.

54:34.263 --> 54:36.448
[SPEAKER_00]: I didn't know these when I wrote down prioritize next year.

54:37.109 --> 54:37.731
[SPEAKER_00]: I didn't know these.

54:38.332 --> 54:38.653
[SPEAKER_01]: Pro.

54:39.615 --> 54:39.775
[SPEAKER_00]: Yeah.

54:40.336 --> 54:40.677
[SPEAKER_00]: For real.

54:41.579 --> 54:43.964
[SPEAKER_00]: So when I went back, I wrote down, you know,

54:45.248 --> 54:47.350
[SPEAKER_00]: cover move simple prioritize and actually decentralized command.

54:47.750 --> 54:51.573
[SPEAKER_00]: But then when I learned about them, I was like, oh, so this is all matches up.

54:51.693 --> 54:52.713
[SPEAKER_01]: Yeah, a little parallel.

54:52.814 --> 54:53.554
[SPEAKER_00]: Yeah, parallels.

54:54.155 --> 54:55.275
[SPEAKER_00]: Beyond the offensive, right?

54:55.475 --> 54:56.476
[SPEAKER_00]: That's default aggressive.

54:56.696 --> 54:58.217
[SPEAKER_00]: Yeah.

54:58.578 --> 54:59.098
[SPEAKER_00]: Objective.

54:59.238 --> 55:00.759
[SPEAKER_00]: Make sure there's a defying goal that's simple.

55:02.300 --> 55:06.003
[SPEAKER_00]: Security, protection information, protect your troops.

55:08.285 --> 55:34.620
[SPEAKER_00]: I don't really have like a a perfect one for that and that's because it wasn't really um for me that was always that's like um not quite protect your neck but like it's it's like what we're doing it's almost like the water right you know the thing about the fish and the water like for me security is and you should think about it but it wasn't top of mind for me because it was just a natural part of the way things work.

55:35.063 --> 55:36.484
[SPEAKER_01]: Yeah, in and of itself.

55:36.704 --> 55:36.965
[SPEAKER_00]: Yeah.

55:37.405 --> 55:38.466
[SPEAKER_01]: Oh, yeah, security.

55:38.506 --> 55:41.168
[SPEAKER_01]: I mean, because it's kind of a move kind of has an element of security to it.

55:41.328 --> 55:42.149
[SPEAKER_01]: You know, it does.

55:42.169 --> 55:44.431
[SPEAKER_01]: You know, it does for you like all security.

55:44.471 --> 55:45.832
[SPEAKER_01]: We don't want you to take action.

55:45.852 --> 55:47.173
[SPEAKER_01]: But yes, just in and of itself.

55:47.554 --> 55:48.675
[SPEAKER_01]: Yeah, let me tell you.

55:48.695 --> 55:50.256
[SPEAKER_00]: Yeah, I never really thought about it too much.

55:50.276 --> 55:54.079
[SPEAKER_00]: You know, and I was very strict with security.

55:54.640 --> 55:58.503
[SPEAKER_00]: You know, we we had contractors, my first deployment to Iraq.

55:58.523 --> 56:00.024
[SPEAKER_00]: And I remember the Vietnam guys telling me,

56:00.905 --> 56:05.929
[SPEAKER_00]: We had Vietnamese people like cleaning our rooms and stuff and we had a leak and we kicked them all out.

56:06.770 --> 56:08.231
[SPEAKER_00]: And so I was like, dude, I'm in nom.

56:09.292 --> 56:12.034
[SPEAKER_00]: And we kicked all these contractors out.

56:12.074 --> 56:13.875
[SPEAKER_00]: We moved our, we had Porter ponies.

56:13.995 --> 56:17.758
[SPEAKER_00]: We moved them outside of the compound because they used to come in and clean and empty them.

56:18.279 --> 56:18.919
[SPEAKER_00]: And I was like, no, no.

56:19.560 --> 56:20.821
[SPEAKER_00]: We don't know who those people are.

56:21.321 --> 56:23.223
[SPEAKER_00]: We're not going to know what's going on inside our base.

56:23.283 --> 56:24.824
[SPEAKER_00]: So we moved the Porter ponies out there.

56:25.504 --> 56:26.085
[SPEAKER_00]: That's what we're doing.

56:27.806 --> 56:28.566
[SPEAKER_00]: economy of force.

56:29.446 --> 56:31.007
[SPEAKER_00]: Again, this is like prioritizing execute.

56:31.787 --> 56:33.547
[SPEAKER_00]: Minimal force with maximum impact.

56:33.567 --> 56:36.969
[SPEAKER_00]: That's what we're trying to do maneuver clearly.

56:37.809 --> 56:38.489
[SPEAKER_00]: Unity of command.

56:40.110 --> 56:42.751
[SPEAKER_00]: There's like needs to be one person in charge.

56:42.891 --> 56:46.292
[SPEAKER_00]: Very important when we have multiple people in charge.

56:46.312 --> 56:47.052
[SPEAKER_00]: We have problems.

56:49.275 --> 56:54.019
[SPEAKER_00]: I didn't see enough of problems with that, where it was fun to mind for me.

56:54.740 --> 56:55.961
[SPEAKER_00]: And then surprise and simplicity.

56:57.001 --> 57:04.167
[SPEAKER_00]: So those are the principles that we're thinking about at the very heart of how the Marine Corps conducts war is the concept of maneuver.

57:04.608 --> 57:05.989
[SPEAKER_00]: And then there's an interesting term here.

57:06.849 --> 57:07.790
[SPEAKER_00]: Temporal manoeuvre.

57:08.571 --> 57:13.755
[SPEAKER_00]: Temporal manoeuvre manoeuvre achieved in time by building an ever-increasing tempo.

57:14.396 --> 57:18.219
[SPEAKER_00]: So as to gain an advantage, act faster and steal the enemy's initiative.

57:19.480 --> 57:20.340
[SPEAKER_00]: steal the enemy's initiative.

57:21.501 --> 57:28.307
[SPEAKER_00]: So everything we were talking about earlier, like I'm gonna make that move, but isn't it interesting how when you feel that happening to you?

57:30.162 --> 57:31.143
[SPEAKER_00]: gets worse and worse.

57:32.623 --> 57:35.004
[SPEAKER_00]: It's not like it gets worse.

57:35.545 --> 57:37.005
[SPEAKER_00]: Each time is exponential.

57:37.966 --> 57:39.867
[SPEAKER_00]: You know, it's like I'm one second behind.

57:41.007 --> 57:42.168
[SPEAKER_00]: Now I'm two seconds behind.

57:42.788 --> 57:44.089
[SPEAKER_00]: Now I'm four seconds behind.

57:45.269 --> 57:46.690
[SPEAKER_00]: Now I'm eight seconds behind.

57:47.457 --> 57:49.178
[SPEAKER_00]: Now I'm 16 seconds behind an episode.

57:49.198 --> 57:49.838
[SPEAKER_00]: I'm tapping out.

57:50.378 --> 57:51.379
[SPEAKER_00]: Like, that's what it feels like.

57:52.039 --> 57:54.640
[SPEAKER_00]: It's not like I'm one second behind I'm one second behind I'm one second behind.

57:54.740 --> 57:56.541
[SPEAKER_00]: No, it gets worse and worse.

57:56.561 --> 57:57.582
[SPEAKER_00]: The little more time goes on.

57:57.882 --> 57:59.262
[SPEAKER_00]: Yep, it compounds.

57:59.462 --> 58:00.063
[SPEAKER_01]: Yeah, it's true.

58:00.303 --> 58:01.523
[SPEAKER_01]: And I'm more tired too, by the way.

58:01.803 --> 58:02.264
[SPEAKER_01]: Oh, yeah.

58:02.784 --> 58:04.305
[SPEAKER_00]: The exhaustive is part of the whole fact.

58:04.345 --> 58:05.005
[SPEAKER_01]: Yeah, do that.

58:05.225 --> 58:06.866
[SPEAKER_00]: Just people moving so much.

58:06.926 --> 58:09.407
[SPEAKER_00]: Dr. Luke, freaking stop moving.

58:09.447 --> 58:10.127
[SPEAKER_00]: Don't stop.

58:10.307 --> 58:11.068
[SPEAKER_00]: Just stop moving.

58:11.128 --> 58:12.148
[SPEAKER_00]: Why are you moving so much?

58:13.849 --> 58:15.490
[SPEAKER_00]: You know, like, it's so annoying.

58:15.730 --> 58:16.330
[SPEAKER_00]: Dr. Luke.

58:17.909 --> 58:20.231
[SPEAKER_00]: Stop, forgive him, just chill.

58:22.152 --> 58:24.613
[SPEAKER_00]: Part of this concept, that's what he does, temporal maneuver.

58:24.693 --> 58:25.334
[SPEAKER_00]: That's what he's doing.

58:25.414 --> 58:26.895
[SPEAKER_00]: Trying to just keep moving, keep moving, keep moving.

58:27.315 --> 58:35.460
[SPEAKER_00]: Part of this concept is the ability to adapt to the ever-changing environment, allowing us to observe changes or in an opportunity to decide on a plant, exploit these opportunities in act.

58:36.060 --> 58:43.742
[SPEAKER_00]: In this case, our adaptability is allowing us to achieve a decision, gain an advantage, and act faster by adapting to the environment.

58:44.402 --> 58:48.183
[SPEAKER_00]: This happens to our all phase of the operation preparation conduct and consolidation.

58:50.803 --> 59:03.226
[SPEAKER_00]: And then it gets into this previously discussed the goal of decision making in the Marine course to be able to make time competitive decisions based on a keen awareness of the situation to turn those decisions into action faster than your enemy.

59:07.008 --> 59:12.211
[SPEAKER_00]: As such, the concept of adaptive decision-making is nothing new in the Marine Corps.

59:12.691 --> 59:20.176
[SPEAKER_00]: We have always sought to achieve an advantage over our enemies by seeking to adapt to changes in the situation faster than them.

59:20.596 --> 59:28.902
[SPEAKER_00]: So, singtly, adaptable decision-making can be defined as the decision-making originating from an effective change to an altered situation.

59:29.582 --> 59:33.226
[SPEAKER_00]: So the situation is going to change, you better be ready to make decisions quickly to adapt to it.

59:33.806 --> 59:42.035
[SPEAKER_00]: An effective adaptive leader employs a continuous U-to-loop throughout all phases of an operation that allows for an advantage gain over opponents.

59:42.395 --> 59:45.759
[SPEAKER_00]: Adaptive leaders all often display the following characteristics.

59:47.108 --> 59:59.355
[SPEAKER_00]: They are self-sufficient, they are resilient, they are open to change, they are motivated by achievement, they are tolerant of ambiguity and they are willing to learn.

59:59.775 --> 01:00:03.558
[SPEAKER_00]: Now, if you take a stereotypical military leader

01:00:04.358 --> 01:00:10.800
[SPEAKER_00]: They're probably like everyone would say self-sufficient, yes, resilient, definitely open to change.

01:00:11.120 --> 01:00:19.402
[SPEAKER_00]: Maybe not motivated by achievement, yes, tolerant of an beguity, nope, and willing to learn, not really.

01:00:21.143 --> 01:00:23.603
[SPEAKER_00]: So it's like three for three is what the stereotype is.

01:00:24.904 --> 01:00:28.845
[SPEAKER_00]: But the most important ones in my mind are open to change, tolerant of ambiguity, and willing to learn.

01:00:30.815 --> 01:00:34.039
[SPEAKER_00]: The next one cognitive ability and problem-solver, okay, those make sense.

01:00:34.579 --> 01:00:36.342
[SPEAKER_00]: Communicates, well, well, that's definitely needed.

01:00:37.243 --> 01:00:39.525
[SPEAKER_00]: Awareness of self and others.

01:00:43.230 --> 01:00:44.831
[SPEAKER_00]: Sometimes we're not so self-aware.

01:00:45.552 --> 01:00:50.338
[SPEAKER_00]: Sometimes we aren't so aware of what other people are thinking or going through.

01:00:51.973 --> 01:00:57.359
[SPEAKER_00]: Man, I should force rank these things at some point because that'd be way up there at the top.

01:00:57.959 --> 01:00:59.240
[SPEAKER_00]: Awareness of self and others.

01:01:01.543 --> 01:01:03.485
[SPEAKER_00]: A knowledge of material and experience with material.

01:01:03.605 --> 01:01:05.607
[SPEAKER_00]: Okay, those make sense.

01:01:06.047 --> 01:01:09.871
[SPEAKER_00]: These characteristics are important to develop in order to become an adaptive leader.

01:01:10.592 --> 01:01:19.435
[SPEAKER_00]: For example, someone who is intolerant of ambiguity will wait for the perfect site picture and squander an opportunity to adapt to a situation faster than the enemy.

01:01:19.855 --> 01:01:24.676
[SPEAKER_00]: In other words, the leader will fail to orient and decide fast enough to take meaningful action.

01:01:25.536 --> 01:01:27.497
[SPEAKER_00]: Waiting for the perfect thing and ain't got to happen.

01:01:28.197 --> 01:01:37.120
[SPEAKER_00]: A leader who is unwilling to make mistakes or has an unhealthy fear of failure will often not learn from their mistakes or adopt a zero defect mentality.

01:01:38.480 --> 01:01:44.842
[SPEAKER_00]: And therefore, we'll not take the chance of adapting due to the fear that the resulting action will fail.

01:01:45.042 --> 01:01:52.424
[SPEAKER_00]: You know who's like down to fails Elon Musk, like just launching rockets or exploding and he's making progress so much faster than everyone else.

01:01:52.464 --> 01:01:53.944
[SPEAKER_00]: It's trying to get every rocket to be perfect.

01:01:54.924 --> 01:01:59.085
[SPEAKER_00]: Just just billion dollar lot of rockets just 90.

01:01:59.125 --> 01:02:02.766
[SPEAKER_00]: I mean, it's awesome now, but you remember in the beginning, people are, oh my gosh.

01:02:02.826 --> 01:02:03.926
[SPEAKER_00]: And he was like, no, no, of course it's fun.

01:02:04.146 --> 01:02:04.786
[SPEAKER_00]: I'm just trying it.

01:02:05.327 --> 01:02:05.867
[SPEAKER_00]: What are you doing?

01:02:06.467 --> 01:02:07.107
[SPEAKER_00]: Who's it going to doing?

01:02:08.347 --> 01:02:13.469
[SPEAKER_00]: You're sitting over there like mocking me because I freaking just launched a rocket and it blew up cool Watch this in three weeks.

01:02:13.489 --> 01:02:14.050
[SPEAKER_00]: I'm gonna do it again.

01:02:14.810 --> 01:02:16.331
[SPEAKER_00]: It's gonna blow up 30 seconds later.

01:02:16.351 --> 01:02:31.636
[SPEAKER_01]: That's a win You ever seen that so it's a cool movie clip from the show called Succession and so it's been you can see it as like a it's like a meme now It's like set out of context.

01:02:31.697 --> 01:02:32.517
[SPEAKER_01]: It sounds real funny.

01:02:32.697 --> 01:02:34.378
[SPEAKER_01]: So it's like two guys are

01:02:36.398 --> 01:02:40.299
[SPEAKER_01]: In front of a lake and one guy says, success doesn't really interest me anymore.

01:02:40.319 --> 01:02:44.560
[SPEAKER_01]: It's too easy, you know, it's a, it's like, what a capital plus analysis plus execution.

01:02:44.580 --> 01:02:45.400
[SPEAKER_01]: It's, you know, anyone can do that.

01:02:45.420 --> 01:02:57.803
[SPEAKER_01]: Yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah,

01:02:57.903 --> 01:02:59.365
[SPEAKER_01]: Yeah, yeah, there's literally what he said.

01:02:59.585 --> 01:03:01.227
[SPEAKER_01]: He's like, success doesn't interest me anymore.

01:03:01.247 --> 01:03:06.193
[SPEAKER_01]: It's too easy, you know, analysis plus execute or plus, you know, capital plus excretion.

01:03:06.233 --> 01:03:08.656
[SPEAKER_01]: It's freaking, anyone can do that, you know what I'm saying?

01:03:08.676 --> 01:03:12.841
[SPEAKER_01]: It's just, but if you watch that whole part, he was making a different point.

01:03:12.861 --> 01:03:15.044
[SPEAKER_01]: He's like a, he's like, but failure.

01:03:15.845 --> 01:03:39.800
[SPEAKER_01]: like failure that interest me you know he's like failure like over and over and over and over again or whatever then that's what you're talking about like where it's like you're taking so many actions and constantly analyzing like okay how can I iterate make it better after every failure whatever that like grows things way bigger rather than these one-off successes that you get you seem saying but yeah that that clip out of context is real funny

01:03:40.388 --> 01:03:55.702
[SPEAKER_00]: There's a developer watches show billions, yeah, because they have a scene in there where everyone's they like hedged against basically an Elon Musk type character and this rocket is launching and if the rocket launches and it's successful this company's gonna be huge and

01:03:56.382 --> 01:04:16.555
[SPEAKER_00]: And they bet against it and they're all kind of watching it and I if I remember correctly I think blows up and then and some of the people feel bad They're like dude, how could we bet against this guy's trying to like like save the human race and go interplanetary And this mother just Betty hedging against him Instead of just trying to support a brother.

01:04:16.575 --> 01:04:19.216
[SPEAKER_00]: Yeah, yeah, yeah, perverse incentives.

01:04:19.316 --> 01:04:20.217
[SPEAKER_00]: Yeah, check

01:04:21.163 --> 01:04:37.314
[SPEAKER_00]: uh... going on here a leader that cannot communicate well will not adapt to a situation because their communication to subordinates will not facilitate action have you seen a thing of a Elon Musk where he's giving some brand and person a tour of like the rocket things and the guy asked a question like hey well wouldn't make sense to do that with a few

01:04:38.474 --> 01:04:42.056
[SPEAKER_00]: And he almost said, actually, oh, yeah, that would.

01:04:42.136 --> 01:04:42.896
[SPEAKER_00]: And then they did it.

01:04:43.036 --> 01:04:45.477
[SPEAKER_01]: Is it some major progression?

01:04:45.937 --> 01:04:46.578
[SPEAKER_00]: It's on video.

01:04:46.678 --> 01:04:55.542
[SPEAKER_00]: It's like, real time you can watch, and I don't want, maybe I'm calling the ran off the random guy maybe I've been like a nuclear physicist or a rocket scientist, but it seemed like a random dude.

01:04:56.202 --> 01:04:58.983
[SPEAKER_00]: It seemed like a like not, he wasn't even part of the company.

01:04:59.023 --> 01:05:01.524
[SPEAKER_00]: He was like, it seemed like somewhat of a random dude.

01:05:01.944 --> 01:05:03.005
[SPEAKER_00]: And even what he was saying,

01:05:03.625 --> 01:05:25.112
[SPEAKER_00]: was one of those things now when there's something when you're working on something really hard it's really close to you you can't see everything they seem like he was going to ask one of those questions like well wait a second why wouldn't you just do this yeah almost like hmm actually i did see that yeah yeah yeah yeah people think that he's close minded is what the reason i was thinking that you think Elon Musk is like a authoritarian

01:05:26.312 --> 01:05:26.612
[SPEAKER_00]: leader.

01:05:27.432 --> 01:05:39.834
[SPEAKER_00]: And he's definitely aggressive in trying to set timelines and all that stuff, but he's also open minded when some random person, sorry, if you're that random person and you're listening right now and you're actually, you know, a steamed scientist, I apologize.

01:05:40.095 --> 01:05:42.135
[SPEAKER_00]: But you seemed like you were kind of random.

01:05:42.155 --> 01:05:43.095
[SPEAKER_01]: The context of the video.

01:05:43.235 --> 01:05:44.195
[SPEAKER_01]: It is weird though.

01:05:44.215 --> 01:05:48.336
[SPEAKER_00]: But then again, I got as much of Y's Elon Musk giving a random person a tour.

01:05:48.856 --> 01:05:49.096
[SPEAKER_00]: Okay.

01:05:49.376 --> 01:05:52.717
[SPEAKER_00]: So anyways, this individual who's probably highly educated had a suggestion Elon

01:05:54.677 --> 01:05:58.738
[SPEAKER_00]: Adaptive decision making versus non-adaptive decision making, they got some pros and cons here.

01:05:59.339 --> 01:06:02.120
[SPEAKER_00]: So, with adaptive decision making, we got clear goals.

01:06:03.200 --> 01:06:08.382
[SPEAKER_00]: We understand the components of the system, the relationships between them, and how it fits into the largest system.

01:06:08.782 --> 01:06:09.282
[SPEAKER_00]: Largest system.

01:06:09.682 --> 01:06:10.683
[SPEAKER_00]: It's more decision.

01:06:11.063 --> 01:06:13.103
[SPEAKER_00]: Adaptive decision making is more decision.

01:06:13.143 --> 01:06:14.304
[SPEAKER_00]: This is iterative decision making.

01:06:15.536 --> 01:06:21.962
[SPEAKER_00]: Smaller rather than larger adjustments is exactly what you noticed about me before I was talking about it, which is Iter to decision.

01:06:21.982 --> 01:06:23.603
[SPEAKER_00]: I'm gonna make a lot of small decisions very quickly.

01:06:24.344 --> 01:06:25.285
[SPEAKER_00]: I'm gonna ask more questions.

01:06:25.305 --> 01:06:28.928
[SPEAKER_00]: That's the next thing on here More hypothesis testing.

01:06:29.249 --> 01:06:30.169
[SPEAKER_00]: Again, Elon Musk.

01:06:30.249 --> 01:06:31.270
[SPEAKER_00]: I'm gonna watch this rocket.

01:06:31.290 --> 01:06:41.760
[SPEAKER_00]: We'll say If it blows up your loser, no, no, no, no, if it blows up, I'm gonna learn something I'm gonna do it again two weeks Yeah, and I'm gonna be able to put stuff into space ten times cheaper than anybody else

01:06:43.633 --> 01:06:46.835
[SPEAKER_00]: extra effort to find disconfirming information.

01:06:47.655 --> 01:06:49.856
[SPEAKER_00]: That's kind of a cool lean, right?

01:06:50.056 --> 01:06:50.236
[SPEAKER_00]: Yes.

01:06:50.337 --> 01:06:52.217
[SPEAKER_00]: You're trying to see where you're wrong.

01:06:52.418 --> 01:06:52.558
[SPEAKER_01]: Yeah.

01:06:52.738 --> 01:06:54.439
[SPEAKER_00]: You're trying to look for where you're wrong.

01:06:55.419 --> 01:06:56.600
[SPEAKER_00]: More structured thinking.

01:06:57.800 --> 01:07:01.322
[SPEAKER_00]: And then reflection of own thought process and performance.

01:07:01.582 --> 01:07:03.143
[SPEAKER_00]: You kind of are thinking about what you're doing.

01:07:03.383 --> 01:07:04.204
[SPEAKER_00]: You're self-aware.

01:07:04.244 --> 01:07:05.264
[SPEAKER_00]: That's what it is, self-aware.

01:07:05.744 --> 01:07:08.526
[SPEAKER_00]: Now, non-adaptive decision making, vague goals.

01:07:08.566 --> 01:07:09.546
[SPEAKER_00]: We don't really know what that we're doing.

01:07:11.027 --> 01:07:12.668
[SPEAKER_00]: looking for single causes.

01:07:14.109 --> 01:07:14.890
[SPEAKER_00]: This is a big deal.

01:07:15.730 --> 01:07:16.451
[SPEAKER_00]: It's a big deal.

01:07:17.552 --> 01:07:19.213
[SPEAKER_00]: I've never heard that term.

01:07:19.833 --> 01:07:21.214
[SPEAKER_00]: I've heard the term silver bullet.

01:07:21.575 --> 01:07:22.996
[SPEAKER_00]: People are looking for a silver bullet.

01:07:23.016 --> 01:07:24.677
[SPEAKER_00]: They think if they get that one break through.

01:07:25.477 --> 01:07:26.038
[SPEAKER_00]: They can just get

01:07:26.638 --> 01:07:40.227
[SPEAKER_00]: You know the one breakthrough with their product if they can just get the seed They can just get someone to read their script think like they think there's going to be one single thing that's going to change their world Yeah, generally speaking that doesn't happen as I know when we think it happens.

01:07:40.347 --> 01:07:41.648
[SPEAKER_00]: What do you look at it from the outside?

01:07:42.488 --> 01:07:45.290
[SPEAKER_00]: You're like, oh, but that wasn't you know like proud

01:07:46.732 --> 01:07:51.539
[SPEAKER_00]: You think, oh, well, Pratt, he got discovered in Hawaii, he's out to Chris Pratt.

01:07:51.839 --> 01:07:54.403
[SPEAKER_00]: Chris Pratt was, you know, he was a waiter in Hawaii.

01:07:54.824 --> 01:07:56.907
[SPEAKER_00]: But we'll go, we'll go, we'll go, we'll shrimp.

01:07:57.408 --> 01:07:58.049
[SPEAKER_00]: Any meats?

01:07:59.110 --> 01:07:59.611
[SPEAKER_00]: A woman.

01:07:59.851 --> 01:08:00.472
[SPEAKER_00]: Great on tongue.

01:08:01.213 --> 01:08:07.299
[SPEAKER_00]: who's a director, actress, famous person, and she decides like, okay, I'm going to put you in a movie.

01:08:07.919 --> 01:08:08.360
[SPEAKER_00]: And he does.

01:08:08.880 --> 01:08:10.442
[SPEAKER_00]: And you think, okay, well, there it was, right?

01:08:10.782 --> 01:08:11.843
[SPEAKER_00]: But that wasn't it, dude.

01:08:12.403 --> 01:08:23.113
[SPEAKER_00]: That was, that was early, and it was, there was years and years and years and years and years and years and years and years and years and years of continuous pushing.

01:08:25.288 --> 01:08:36.016
[SPEAKER_00]: And you know, he was saying he didn't want to audition for Star Lord because he'd been like rejected by Marvel movies, but it's times and he was like, whatever, dude, I'm not doing it, and they convinced him.

01:08:36.277 --> 01:08:37.377
[SPEAKER_00]: But he'd been rejected a much times.

01:08:38.078 --> 01:08:45.764
[SPEAKER_00]: So there's no, there's no single causes, but our, our, our non-adaptive brains look for like one reason.

01:08:45.984 --> 01:08:50.547
[SPEAKER_01]: Yeah, yeah, it's more, it's more, in a bad way, efficient, right?

01:08:50.587 --> 01:08:57.812
[SPEAKER_01]: It's more less mental energy and even for like issues that come up, let's listen to some thing about this very thing.

01:08:59.253 --> 01:09:10.540
[SPEAKER_01]: We're like, if something goes wrong or if somebody, you know, I don't know, let's say you friend, be crazy or I don't know, let's grow dumps you or I don't know, you know, in a relationship or in a scenario, whatever, like let's say it's a catastrophic failure.

01:09:12.041 --> 01:09:36.898
[SPEAKER_01]: the more single like the more you get close to a single cause the more comforting it is for you you know to understand it you know so it's like um like you'll see let's say guy yeah the girl breaks up with you okay like a wolf she's whatever she's like narcissists you know it's like a single cause you know when there's really a lot of causes like almost infinite you know just like how you're implying where it's like hey this is a long process that at any point

01:09:37.098 --> 01:09:43.441
[SPEAKER_00]: Yeah, both success and failure generally speaking are made up of a compound of things stuff.

01:09:43.521 --> 01:09:51.905
[SPEAKER_00]: Exactly right, see situation as a collection of independent elements again same same idea oversteering

01:09:53.056 --> 01:10:09.711
[SPEAKER_00]: that's that's classic classic oversteering oversteering is such a such a normal human reaction is that the over correcting knee jerk reaction you know like we have a name for we call knee jerk yeah oh it's just a near your your oversteering over planning

01:10:11.636 --> 01:10:39.548
[SPEAKER_00]: ballistic behavior look for confirmatory information only we all know that deal well if you look at the graph i have over here shot up broke you haven't you carry picked that yeah i mean that's a natural though the there's a but it's a bias confirmation but it's that's all right but that doesn't make it okay uh brother no no no that's bad um no medicognister self reflection so you're not even thinking about what you're thinking about

01:10:41.507 --> 01:10:52.955
[SPEAKER_00]: And listen, I kind of support that idea, that like the stoic idea of kind of, you know, don't just sit around and think about thinking, right, that I'm not, I'm not pro that.

01:10:53.455 --> 01:10:55.076
[SPEAKER_00]: I don't want to sit around and think about thinking.

01:10:55.176 --> 01:11:01.700
[SPEAKER_00]: I want to do some shit, but to be totally unaware of how your thought processes are functioning.

01:11:01.880 --> 01:11:02.721
[SPEAKER_00]: That's not good.

01:11:04.662 --> 01:11:30.973
[SPEAKER_01]: and i think that is part of detachment right part of detachment is like oh hold on a second there's a program running in my head and i need to be outside that program enough that i can see what the hell the freaking program is doing yeah yeah i was talking my son and he was talking about something that one of his classmates was telling him and he's like hey did he said this in that and i remember thinking like okay this is like a for like about to come a controversial

01:11:32.817 --> 01:11:36.738
[SPEAKER_01]: opinionated question, you know, so it's like, hey, this is what you ask him.

01:11:38.199 --> 01:11:39.619
[SPEAKER_01]: You ask him, hey, why do you think that?

01:11:40.120 --> 01:11:41.760
[SPEAKER_01]: And then I'll think, well, he's just a little kid.

01:11:41.780 --> 01:11:44.481
[SPEAKER_01]: So I don't know, he'll be effectively learning the lesson, you know?

01:11:45.161 --> 01:11:51.544
[SPEAKER_01]: And then it was coincidentally, I figured it was right before right after we had the park and we're writing bikes and their e-bikes.

01:11:52.124 --> 01:11:53.024
[SPEAKER_01]: And we're at the park, no one's there.

01:11:53.564 --> 01:11:54.065
[SPEAKER_01]: There's a couple.

01:11:54.345 --> 01:11:54.585
[SPEAKER_01]: Cumps.

01:11:55.885 --> 01:11:59.627
[SPEAKER_01]: And the lady goes to him when I was way far away across the park.

01:12:00.367 --> 01:12:04.828
[SPEAKER_01]: But he goes to, she goes to him, no electric bikes in the park.

01:12:04.948 --> 01:12:06.069
[SPEAKER_01]: He yells at him that, right?

01:12:06.349 --> 01:12:08.590
[SPEAKER_01]: And he's all like confused because we've been going there for years.

01:12:09.910 --> 01:12:13.251
[SPEAKER_01]: And then he was like, hey, that lady told me no electric bikes to the park.

01:12:13.571 --> 01:12:16.732
[SPEAKER_01]: And I was like, okay, so I was like, doing about the lady.

01:12:16.792 --> 01:12:19.273
[SPEAKER_01]: So I went and he was like, well, what if there is?

01:12:19.333 --> 01:12:21.434
[SPEAKER_01]: I was like, well, why would she think that?

01:12:21.674 --> 01:12:24.275
[SPEAKER_01]: There's no sign or nothing like that?

01:12:24.915 --> 01:12:25.996
[SPEAKER_01]: So it's like, okay, this is what we're gonna do.

01:12:26.016 --> 01:12:28.817
[SPEAKER_01]: We're just gonna go by them and see if she says it to me So we go by them.

01:12:28.837 --> 01:12:30.237
[SPEAKER_01]: We're riding a basic around them.

01:12:30.397 --> 01:12:31.858
[SPEAKER_01]: You know, and of course she didn't say anything.

01:12:31.918 --> 01:12:34.539
[SPEAKER_01]: Whatever And she's like, why what were you gonna say to him?

01:12:34.739 --> 01:12:39.961
[SPEAKER_01]: I said I was I would ask her genuinely like why do you think that earned this question?

01:12:40.041 --> 01:12:47.984
[SPEAKER_01]: Yeah, exactly right and and he was like, oh, okay, like maybe he may be Presumed that I might confront her, you know or something like that

01:12:48.964 --> 01:13:04.766
[SPEAKER_01]: but it was legitimate like for her sake and or for my sake and maybe whatever you're on a where exactly right what if there's a sign what if that's the principle because there's a school right there you know I don't know yeah maybe there's something I don't know I mean chances are you know if he was like that care he called their care and

01:13:05.366 --> 01:13:18.022
[SPEAKER_01]: Like the care in the other me whatever and that could be the case, too, you know, so me asking why do you think that might put her in the weird awkward spot Maybe she could self reflect seems same, but I felt if I'm too confrontational now we just got a fight I'm saying and it's weird.

01:13:18.182 --> 01:13:24.850
[SPEAKER_00]: I will put I will be 99% sure that I'm right and I'll so put a better than the one percent that you're right

01:13:25.590 --> 01:13:36.332
[SPEAKER_00]: Yeah, that's how I part of the part of the program 99% sure she's a Karen yeah, and she just is like trying to cause problems and and be mean Yeah, do a little kid.

01:13:36.693 --> 01:13:42.974
[SPEAKER_00]: That's 99% but I'm taking the 1% and put my money on that Hey, you know what what are the rules around it because I haven't seen anything.

01:13:43.354 --> 01:13:46.215
[SPEAKER_00]: Can you tell can you show me where those are I?

01:13:46.475 --> 01:13:48.215
[SPEAKER_00]: I'm putting I'm putting all my money on that

01:13:48.435 --> 01:13:52.619
[SPEAKER_01]: Yeah, and it's a good move even for my confrontational standpoint for sure.

01:13:52.639 --> 01:13:56.303
[SPEAKER_01]: You're going to freaking look stupid when they're going to be like, oh, that big sign right there.

01:13:56.323 --> 01:14:00.687
[SPEAKER_00]: Yeah, for whatever reason I ignore like, oh, the cops were just here and they arrested two kids.

01:14:00.787 --> 01:14:01.348
[SPEAKER_01]: Exactly right.

01:14:01.368 --> 01:14:03.130
[SPEAKER_01]: That I look extra stupid.

01:14:03.150 --> 01:14:06.653
[SPEAKER_01]: Yeah, but yeah, and you don't win much.

01:14:07.694 --> 01:14:12.098
[SPEAKER_00]: If you put your money on the 99% that you're right, you don't win that much more.

01:14:12.238 --> 01:14:15.841
[SPEAKER_00]: In fact, you kind of even still kind of lose because then you look confrontational.

01:14:15.861 --> 01:14:16.802
[SPEAKER_00]: You look like I know it all.

01:14:17.422 --> 01:14:19.184
[SPEAKER_00]: They are hard even though you're right.

01:14:19.244 --> 01:14:20.765
[SPEAKER_00]: They're mad at you for being right.

01:14:20.785 --> 01:14:23.407
[SPEAKER_00]: Because all kinds of reasons not to bet on the 99.

01:14:23.868 --> 01:14:27.170
[SPEAKER_00]: Take the 1% that you're, you look in your heart, you know you're right.

01:14:28.111 --> 01:14:29.672
[SPEAKER_00]: Fine, don't put your money there.

01:14:29.752 --> 01:14:30.773
[SPEAKER_00]: They make you look like an idiot.

01:14:31.094 --> 01:14:34.657
[SPEAKER_00]: And by the way, it makes you look like an idiot even when you are right.

01:14:35.642 --> 01:14:37.184
[SPEAKER_00]: your ego is just forcing you to do that.

01:14:37.944 --> 01:14:44.510
[SPEAKER_00]: But the chances if you are not right and you put that wager down, you look like an idiot.

01:14:45.011 --> 01:14:47.013
[SPEAKER_00]: So just don't do it, you don't win anything.

01:14:47.413 --> 01:14:49.455
[SPEAKER_00]: There's no win, it's a no win situation.

01:14:49.715 --> 01:14:53.239
[SPEAKER_00]: It's a no win situation put money on the 99% chance that you're right.

01:14:53.699 --> 01:14:57.143
[SPEAKER_00]: It's a guaranteed win if you put money on them.

01:14:57.663 --> 01:14:58.444
[SPEAKER_00]: It's a guaranteed win.

01:14:58.844 --> 01:15:00.125
[SPEAKER_00]: Why would you gamble in the other way?

01:15:00.605 --> 01:15:03.367
[SPEAKER_00]: It's a 0% chance of winning or 100% chance of winning.

01:15:03.767 --> 01:15:06.349
[SPEAKER_00]: And yet most people do the opposite.

01:15:06.870 --> 01:15:12.714
[SPEAKER_00]: Most people bet on their own being right and they people get resentful of them.

01:15:12.754 --> 01:15:15.596
[SPEAKER_00]: They get mad at them, they get confrontational, they argue with them.

01:15:16.735 --> 01:15:20.719
[SPEAKER_00]: And occasionally, they're also like, oh, here's why I'm right, you're wrong, and you're an idiot.

01:15:23.341 --> 01:15:23.922
[SPEAKER_00]: Man, all right.

01:15:24.883 --> 01:15:29.107
[SPEAKER_00]: Now, being flexible, obviously important, but there are consequences of over flexibility.

01:15:29.127 --> 01:15:36.554
[SPEAKER_00]: So far, we have identified the relationship between analytical and recreational decision making and how it applies to different phases of an operation.

01:15:37.054 --> 01:15:41.158
[SPEAKER_00]: We have further discussed the Udalupe and how it applies to both forms of decision making.

01:15:41.919 --> 01:15:49.582
[SPEAKER_00]: We've explored the relationship between adaptive decision-making, the boy's cycle, and how it relates to tactical, war-fighting, philosophy.

01:15:50.383 --> 01:15:58.826
[SPEAKER_00]: While adaptability is seen as crucial throughout decision-making, the astute leader must guard against being over flexible.

01:15:59.287 --> 01:16:00.127
[SPEAKER_00]: And we got to be a balance.

01:16:00.287 --> 01:16:02.008
[SPEAKER_00]: That's why we write a book called, the dichotomy of leadership.

01:16:02.028 --> 01:16:03.048
[SPEAKER_00]: We have to be balance in everything.

01:16:03.669 --> 01:16:06.950
[SPEAKER_00]: Over flexibility adds unnecessary risk to your decision-making.

01:16:08.373 --> 01:16:17.437
[SPEAKER_00]: combat leaders use adaptability for increased effectiveness, a focus on flexibility will lead simply to change, not necessarily effective change.

01:16:18.957 --> 01:16:20.438
[SPEAKER_00]: And there's people like that.

01:16:20.678 --> 01:16:22.719
[SPEAKER_00]: There's people that just want change.

01:16:23.519 --> 01:16:29.602
[SPEAKER_00]: They think maybe it's like they like to prove that they're creative, they like to prove that they've got a new ideas and everything's gotta be a freaking change.

01:16:30.065 --> 01:16:30.785
[SPEAKER_01]: That's what it feels like.

01:16:30.965 --> 01:16:35.207
[SPEAKER_00]: Like no, if it's work, if it ain't broke, don't fix it, full.

01:16:36.968 --> 01:16:43.730
[SPEAKER_00]: The effective adaptive leader strikes a balance between reacting in response to the environment and proactively shaping the environment.

01:16:44.111 --> 01:16:54.515
[SPEAKER_00]: Over flexibility can also lead to inconsistent leadership, constant changes of positions and decisions can lead to a loss of confidence from subordinates, which is also detrimental to an operation.

01:16:55.075 --> 01:17:00.616
[SPEAKER_00]: finally an over-flexible leader often seeks to change that which already works which I just said.

01:17:01.917 --> 01:17:10.238
[SPEAKER_00]: In this case unnecessary change could have negative impacts on not all of the action outcome but also the subordinate effort.

01:17:12.219 --> 01:17:20.001
[SPEAKER_00]: So yes we want to be adaptive yes we want to have an open mind yes we want to make small decisions but we don't want to go overboard because

01:17:23.023 --> 01:17:42.388
[SPEAKER_00]: one more idea to cover here, and this is decision-making concept, award-gaming, returning to the concept of analytical decision-making, when time is available, we often utilize a concept of award-gaming, and I'll tell you what, I love little award-games in my head, like when I'm thinking about something like, there's a award game just happened.

01:17:42.808 --> 01:17:44.469
[SPEAKER_00]: You know what I mean?

01:17:44.650 --> 01:17:46.391
[SPEAKER_00]: Oh, that's what's happening.

01:17:46.671 --> 01:17:54.717
[SPEAKER_00]: They talk it about it in the winter's time available and it's not like, I'm looking at something like, okay, here's my boss welcome to kind of seeing them all at once like boom, they're there.

01:17:56.099 --> 01:18:03.664
[SPEAKER_00]: Wargame is a technique in which we analyze a plan that we have developed and identify possible friction points that may cause the plan to fail.

01:18:04.045 --> 01:18:07.007
[SPEAKER_00]: In other words, we assess what could go wrong with our plan.

01:18:08.228 --> 01:18:12.710
[SPEAKER_00]: These reasons could be based on enemy activity, friendly activity, or the effects of terrain and weather.

01:18:13.430 --> 01:18:19.113
[SPEAKER_00]: Through war gaming, we can identify shortfalls in our plan and select the most likely friction points.

01:18:19.633 --> 01:18:27.397
[SPEAKER_00]: We can either change our plan to mitigate those friction points, or we can build secondary plans allowing us to be more adaptable on the battlefield.

01:18:27.937 --> 01:18:30.778
[SPEAKER_00]: One must be careful, however, not to war game to death.

01:18:32.179 --> 01:18:34.520
[SPEAKER_00]: And identify only the most likely friction points.

01:18:36.706 --> 01:18:45.515
[SPEAKER_00]: failure to war game is usually the result of a commander falling in love with their plan a concept of counterintuitive to the adaptive leader.

01:18:45.636 --> 01:18:48.098
[SPEAKER_00]: So you should be like, my plan actually means nothing to me.

01:18:48.439 --> 01:18:50.200
[SPEAKER_00]: If you come up with something better, we're going with that.

01:18:51.121 --> 01:18:56.827
[SPEAKER_00]: And being able to just think through what is going to happen, just take 20 seconds to be like, hmm,

01:18:57.608 --> 01:19:03.214
[SPEAKER_00]: And I think what I what I generally do is like what's probably going to happen?

01:19:04.555 --> 01:19:08.239
[SPEAKER_00]: What's probably going to happen like what do the chances that what's what what's the worst thing that can happen?

01:19:08.499 --> 01:19:11.082
[SPEAKER_00]: Maybe I don't I don't I don't say go like full worst case scenario.

01:19:11.442 --> 01:19:18.209
[SPEAKER_00]: I probably do like it's more like um it's like an assessment of if this goes sideways where am I going to be?

01:19:19.630 --> 01:19:37.394
[SPEAKER_00]: You know, because it's too hard to say, well, worst case scenario, because usually worst case scenarios are somewhat unlikely, but I'll kind of calculate, like, okay, well, worst case scenario, but what are the chances of that, you know, like if we go out for dinner night, we could get in a car crash and everyone dies.

01:19:38.234 --> 01:19:39.015
[SPEAKER_00]: What are the chances of that?

01:19:39.295 --> 01:19:39.755
[SPEAKER_00]: Not high.

01:19:40.535 --> 01:19:41.275
[SPEAKER_00]: How do we make it?

01:19:41.455 --> 01:19:44.796
[SPEAKER_00]: See, Bell, let's say we don't need to go that deep.

01:19:45.236 --> 01:19:47.617
[SPEAKER_00]: But like, hey, if we go here, if we leave right now, can we make it?

01:19:47.637 --> 01:19:48.197
[SPEAKER_00]: Yep, cool.

01:19:48.737 --> 01:19:49.057
[SPEAKER_00]: Let's go.

01:19:50.898 --> 01:19:58.442
[SPEAKER_00]: And then the last thing we'll cover from this document is the value of wargaming is significant provided it focuses on the most likely scenarios.

01:19:58.862 --> 01:20:04.065
[SPEAKER_00]: We don't properly add depth and adaptability to our plans and increases our tempo and execution.

01:20:04.426 --> 01:20:07.087
[SPEAKER_00]: So, that's what we're doing.

01:20:07.147 --> 01:20:08.348
[SPEAKER_00]: We're doing role-players, right?

01:20:09.608 --> 01:20:14.911
[SPEAKER_00]: We are practicing and we're thinking through things before they actually happen.

01:20:15.952 --> 01:20:32.684
[SPEAKER_00]: the uh... anecdot that i was used that if you came to my house and i and i say you know come in the back door and just uh... you know go to my kitchen and i was hiding there and i jumped out and scared you you'd be scared but if i told you hey come to my house come to the back door and go to the kitchen i'm in a scarier you would not be scared

01:20:33.324 --> 01:20:34.165
[SPEAKER_00]: because you're prepared for it.

01:20:34.805 --> 01:20:39.848
[SPEAKER_00]: So preparation goes so far in this decision-making process.

01:20:40.168 --> 01:20:46.012
[SPEAKER_00]: Now look, in leadership strategy and tactics field manual, I wrote about another decision-making process.

01:20:46.032 --> 01:20:51.495
[SPEAKER_00]: I call it the extreme ownership leadership loop and it's just like what do I think about

01:20:53.796 --> 01:20:55.878
[SPEAKER_00]: And it's very simple and straightforward at the time.

01:20:55.898 --> 01:21:12.072
[SPEAKER_00]: How much time do I have to make this decision and then it's like four walls combat cover move simple prioritizing actually decentralized command is this decision violating any of those rules And by the way, you can violate one of those rules and still say yes, but you have to put that in the calculus and have also on your violate and two of those rules well hold on a second three of those rules.

01:21:12.092 --> 01:21:13.973
[SPEAKER_00]: We might have a problem for we're probably not doing it

01:21:16.104 --> 01:21:21.808
[SPEAKER_00]: Uh, is this decision based on my ego, is this decision baked on my emotions based on my emotions?

01:21:22.369 --> 01:21:29.854
[SPEAKER_00]: Do I have good enough of perspective of all the other angles and other people's viewpoints and other people's opinions?

01:21:30.175 --> 01:21:31.336
[SPEAKER_00]: I got to understand their perspectives.

01:21:31.556 --> 01:21:32.637
[SPEAKER_00]: What are the front line troops think?

01:21:32.837 --> 01:21:33.737
[SPEAKER_00]: What is my boss think?

01:21:35.619 --> 01:21:38.201
[SPEAKER_00]: And then I got to figure out, is this decision that I'm going to make right now?

01:21:38.241 --> 01:21:39.722
[SPEAKER_00]: Is this is my mission?

01:21:41.242 --> 01:21:46.823
[SPEAKER_00]: Is this going to help me reach our strategic goal because it's not going to move me towards my strategic goal?

01:21:46.843 --> 01:21:47.463
[SPEAKER_01]: Why am I doing it?

01:21:47.483 --> 01:21:47.783
[SPEAKER_01]: I'm not.

01:21:50.144 --> 01:22:02.046
[SPEAKER_00]: And then finally relationships is this going to make my relationships stronger with the people on my team and I'm going to put all these answers into my calculus to figure out if I'm going to say yes or not.

01:22:03.266 --> 01:22:05.307
[SPEAKER_00]: And I'm going to go through those over and over again.

01:22:06.669 --> 01:22:21.138
[SPEAKER_00]: And I think that what that little decision loop that I just went through, what I think that helps with is it helps you, it helps you sift out like, is this emotion, is this ego, do I have the right perspectives?

01:22:21.218 --> 01:22:25.761
[SPEAKER_00]: It helps you, it helps you take all this junk that's in your head and kind of,

01:22:27.062 --> 01:22:34.110
[SPEAKER_00]: Coralate it into something that's a little bit easier to understand, which is very, very helpful when you have a complex decision to make.

01:22:35.051 --> 01:22:36.933
[SPEAKER_00]: So give that thing a try as well.

01:22:37.534 --> 01:22:41.238
[SPEAKER_00]: It's from leadership, tribes, and tactics field manual.

01:22:41.958 --> 01:22:44.359
[SPEAKER_00]: And that's what we're doing, you know?

01:22:44.559 --> 01:22:45.339
[SPEAKER_00]: We're making decisions.

01:22:45.980 --> 01:22:47.020
[SPEAKER_00]: We're trying to make things happen.

01:22:47.780 --> 01:22:48.681
[SPEAKER_00]: Don't get stuck.

01:22:49.061 --> 01:22:50.281
[SPEAKER_00]: You know, it's a big piece of the utloup.

01:22:50.301 --> 01:22:52.422
[SPEAKER_00]: People get stuck in the utloup.

01:22:53.503 --> 01:22:56.624
[SPEAKER_00]: It sounds like you were saying earlier, you get stuck in sort of the analyze.

01:22:57.244 --> 01:22:57.484
[SPEAKER_00]: Right?

01:22:58.364 --> 01:23:02.106
[SPEAKER_00]: You get stuck in the orient, you're looking around, you're trying to get more information.

01:23:02.446 --> 01:23:06.668
[SPEAKER_00]: You're trying to correlate it, figure out the best way and all this stuff.

01:23:06.688 --> 01:23:07.728
[SPEAKER_00]: That's just observoyant.

01:23:07.808 --> 01:23:08.788
[SPEAKER_00]: Observoyant.

01:23:09.249 --> 01:23:09.709
[SPEAKER_00]: And I'm over here.

01:23:10.469 --> 01:23:10.589
[SPEAKER_01]: Act.

01:23:10.869 --> 01:23:11.049
[SPEAKER_01]: Act.

01:23:11.510 --> 01:23:12.110
[SPEAKER_01]: That's it.

01:23:12.830 --> 01:23:17.533
[SPEAKER_00]: And again, look, I'm not saying need to be hyper active, right?

01:23:17.853 --> 01:23:20.534
[SPEAKER_00]: You don't want to do things without thinking about them, but don't get stuck.

01:23:20.874 --> 01:23:28.218
[SPEAKER_00]: And by the way, you can get stuck in action, too, where you're just like doing a thing and doing banging your head in the wall, banging your head in the wall, banging your head in the wall, banging your head in the wall, and you're not going to hold on a second.

01:23:28.918 --> 01:23:29.698
[SPEAKER_00]: This is not working.

01:23:29.979 --> 01:23:30.919
[SPEAKER_00]: We need to do something else.

01:23:31.179 --> 01:23:34.240
[SPEAKER_00]: So you can get stuck in any one of the elements of the utalo.

01:23:34.741 --> 01:23:43.204
[SPEAKER_00]: You can just get stuck there looking around, trying to figure out where you are, trying to figure what to do, make sure we go left, we go right, we go left, we go right, we go straight, we go left, we go right, it's your stuck there.

01:23:44.125 --> 01:23:44.985
[SPEAKER_00]: So I'm getting stuck in any of them.

01:23:46.166 --> 01:23:46.966
[SPEAKER_00]: Use them, make them.

01:23:48.906 --> 01:24:09.916
[SPEAKER_01]: It's actually a good point that I guess doesn't really get talked about as much as getting stuck in the action part of it Because you always hear about procrastination and you know procrastination is gonna kill your dreams like all the stuff like that I understand yeah, but yeah getting stuck in the action, which is actually and tell me if I'm wrong here The word you use a when you're like task saturated task saturated

01:24:09.976 --> 01:24:23.844
[SPEAKER_01]: Yeah, like so you've been going and going and going and going and going and you haven't took you any time to look and be like, right where am I at, you know, like you've been going down this road for a long time because you thought that was the road and then yeah, you look up and you're like, right, I've been I've been playing the wrong gate or remember that one?

01:24:23.864 --> 01:24:25.465
[SPEAKER_01]: Yeah, you've been playing the wrong gate and I'm okay.

01:24:25.925 --> 01:24:29.187
[SPEAKER_00]: Yeah, that one hurts, you know, that one hurts you playing the wrong game.

01:24:29.547 --> 01:24:42.154
[SPEAKER_00]: You know, we'd have guys that would put a barricaded shooter in the hallway And they would keep shooting I wrote about that and later some strategy and tactics could put a barricaded shooter in the hallway in training situations and And some, you know, young two commander would send two guys.

01:24:42.194 --> 01:24:43.574
[SPEAKER_00]: They died two more guys.

01:24:43.594 --> 01:24:44.475
[SPEAKER_00]: They died two more guys.

01:24:44.495 --> 01:24:48.437
[SPEAKER_00]: They died two more Bro, just walk outside going through the window What are you doing?

01:24:49.804 --> 01:25:07.895
[SPEAKER_00]: You're action action action action action action action action no observed no oriented no change in decision just action action action action So you gotta be careful that usually it's not that's not the problem, but it can be anyone of these if you get stuck in them That's gonna be a problem Usually people get stuck in the in the observer looking around.

01:25:07.915 --> 01:25:11.317
[SPEAKER_00]: They try to orient and they can't decide what to do They decide they can't make a decision.

01:25:11.557 --> 01:25:12.217
[SPEAKER_00]: That's normal.

01:25:12.237 --> 01:25:14.419
[SPEAKER_00]: Those those first three are the normal ones

01:25:16.019 --> 01:25:21.884
[SPEAKER_00]: Action is the one occasionally people get stuck, but usually they don't take action and they're just trend water.

01:25:22.885 --> 01:25:27.649
[SPEAKER_00]: The decision part is what we talked about today, trying to make a decision.

01:25:27.669 --> 01:25:29.290
[SPEAKER_00]: So you can then act.

01:25:30.462 --> 01:25:31.082
[SPEAKER_00]: And that's what we're doing.

01:25:31.682 --> 01:25:35.524
[SPEAKER_00]: If we do that, believe ourselves and lead others better.

01:25:35.884 --> 01:25:42.647
[SPEAKER_00]: And speaking of leading ourselves, by the way, we should start every day by leading ourselves through some get-sum.

01:25:43.607 --> 01:25:45.027
[SPEAKER_00]: Tell you, good-sum.

01:25:45.067 --> 01:25:51.770
[SPEAKER_00]: Uh, do you get to wrestling, running boxing, mojty, sprinting, lifting, surfing, swimming.

01:25:52.750 --> 01:25:53.071
[SPEAKER_00]: What else?

01:25:53.471 --> 01:25:53.911
[SPEAKER_00]: What are we doing?

01:25:54.251 --> 01:25:57.893
[SPEAKER_01]: You said lift in so yeah, we're gonna kind of cause you're not much else When we're doing those things we do feel and that's why we have Jockel feel for you.

01:25:57.913 --> 01:25:59.514
[SPEAKER_01]: We have protein Ready drink protein powder protein pumpkin spice protein fine.

01:25:59.534 --> 01:25:59.914
[SPEAKER_01]: We're trying some.

01:25:59.954 --> 01:26:00.655
[SPEAKER_00]: It's freaking good It's good.

01:26:01.515 --> 01:26:01.715
[SPEAKER_00]: It's good.

01:26:01.735 --> 01:26:01.956
[SPEAKER_00]: It's good.

01:26:01.976 --> 01:26:02.176
[SPEAKER_00]: It's good.

01:26:02.196 --> 01:26:02.476
[SPEAKER_00]: It's good.

01:26:02.496 --> 01:26:02.696
[SPEAKER_00]: It's good.

01:26:02.716 --> 01:26:03.016
[SPEAKER_00]: It's good.

01:26:03.476 --> 01:26:03.837
[SPEAKER_00]: It's good.

01:26:03.857 --> 01:26:04.317
[SPEAKER_00]: It's good.

01:26:04.337 --> 01:26:05.157
[SPEAKER_00]: It's good.

01:26:05.177 --> 01:26:05.417
[SPEAKER_00]: It's good.

01:26:05.457 --> 01:26:05.778
[SPEAKER_00]: It's good.

01:26:05.798 --> 01:26:06.278
[SPEAKER_00]: It's good.

01:26:06.298 --> 01:26:06.598
[SPEAKER_00]: It's good.

01:26:06.638 --> 01:26:07.018
[SPEAKER_00]: It's good.

01:26:07.078 --> 01:26:07.339
[SPEAKER_00]: It's good.

01:26:07.359 --> 01:26:07.679
[SPEAKER_00]: It's good.

01:26:07.699 --> 01:26:07.919
[SPEAKER_00]: It's good.

01:26:08.099 --> 01:26:08.379
[SPEAKER_00]: It's good.

01:26:08.399 --> 01:26:08.619
[SPEAKER_00]: It's good.

01:26:08.639 --> 01:26:08.839
[SPEAKER_00]: It's good.

01:26:08.859 --> 01:26:09.140
[SPEAKER_00]: It's good.

01:26:09.180 --> 01:26:09.380
[SPEAKER_00]: It's good.

01:26:09.440 --> 01:26:09.640
[SPEAKER_00]: It's good.

01:26:09.660 --> 01:26:09.960
[SPEAKER_00]: It's good.

01:26:09.980 --> 01:26:10.240
[SPEAKER_00]: It's good.

01:26:10.260 --> 01:26:10.460
[SPEAKER_00]: It's good.

01:26:10.480 --> 01:26:10.700
[SPEAKER_00]: It's good.

01:26:10.720 --> 01:26:11.061
[SPEAKER_00]: It's good.

01:26:11.081 --> 01:26:11.281
[SPEAKER_00]: It's good.

01:26:11.301 --> 01:26:11.501
[SPEAKER_00]: It's good.

01:26:11.521 --> 01:26:11.841
[SPEAKER_00]: It's good.

01:26:11.861 --> 01:26:12.121
[SPEAKER_00]: It's good.

01:26:12.141 --> 01:26:12.341
[SPEAKER_00]: It's good.

01:26:12.361 --> 01:26:12.621
[SPEAKER_00]: It's good.

01:26:12.641 --> 01:26:12.862
[SPEAKER_00]: It's good.

01:26:12.882 --> 01:26:13.202
[SPEAKER_00]: It's good

01:26:14.142 --> 01:26:23.527
[SPEAKER_01]: To me it was because you know, I never really had a pumpkin spice Yeah, yeah, yeah, yeah before doesn't seem like your vibe in general was a flavor in general, but hey, man It is what it is.

01:26:23.567 --> 01:26:25.929
[SPEAKER_00]: Yeah, what it is is tasty.

01:26:26.829 --> 01:26:29.751
[SPEAKER_00]: So check that we got hydration We got joint warfare.

01:26:29.811 --> 01:26:31.031
[SPEAKER_00]: We got that super krill.

01:26:31.351 --> 01:26:32.292
[SPEAKER_00]: We got time war.

01:26:32.872 --> 01:26:40.216
[SPEAKER_00]: I mean look if I was a drug dealer I would have problems because I'm all up in my own product getting high on you and so I'm getting on my own supply

01:26:43.698 --> 01:26:44.700
[SPEAKER_00]: We got everything that you need.

01:26:45.000 --> 01:26:45.481
[SPEAKER_00]: We're working out.

01:26:45.501 --> 01:26:46.162
[SPEAKER_00]: We're getting after it.

01:26:46.182 --> 01:26:47.163
[SPEAKER_00]: So get the fuel that you need.

01:26:47.403 --> 01:26:54.833
[SPEAKER_00]: You can get a jaccofuel.com and also you can get it at pretty much every retail that you go to.

01:26:55.154 --> 01:26:56.596
[SPEAKER_00]: And if you go to a store,

01:26:58.117 --> 01:27:23.651
[SPEAKER_00]: and they don't have jockel field to go up and ask them and say hey we want to have jockel fuel here and tell them to reach out and we'll take care of them we'll get you the jockel fuel that you need until then check out jockelfield.com also origin USA we make a hundred percent American made products from a hundred percent American materials the cotton the zippers the buttons thread American made American made and American made

01:27:24.111 --> 01:27:25.032
[SPEAKER_00]: Communist free.

01:27:25.573 --> 01:27:26.254
[SPEAKER_00]: No communism.

01:27:27.255 --> 01:27:28.076
[SPEAKER_00]: No communism at all.

01:27:28.437 --> 01:27:30.720
[SPEAKER_00]: There's not too many people that can give you 100% guaranteed.

01:27:30.980 --> 01:27:31.761
[SPEAKER_00]: No communism.

01:27:32.603 --> 01:27:35.206
[SPEAKER_00]: I think that should be on our labels actually.

01:27:35.286 --> 01:27:35.887
[SPEAKER_01]: I'm going to talk to Pete.

01:27:35.947 --> 01:27:36.828
[SPEAKER_00]: I'm going to talk to Pete.

01:27:36.848 --> 01:27:38.230
[SPEAKER_00]: We might go 100% communist free.

01:27:40.793 --> 01:27:42.814
[SPEAKER_00]: Yeah, 100% slave free.

01:27:43.114 --> 01:28:03.944
[SPEAKER_00]: I'm on board 100% eco-terror free because that's terror due to what they do to the environment over in other countries where they have no EPA, they have no rules and regulations, they're just short term gratification, they don't give a shit bro, you ever seen

01:28:05.425 --> 01:28:06.906
[SPEAKER_00]: You haven't been to the beach in a foreign country.

01:28:07.266 --> 01:28:08.306
[SPEAKER_00]: How about a third world country?

01:28:08.566 --> 01:28:12.508
[SPEAKER_01]: I've been to, no, I mean, I've been to beach in Cancun.

01:28:13.808 --> 01:28:14.269
[SPEAKER_00]: Is it clean?

01:28:14.389 --> 01:28:15.349
[SPEAKER_01]: Wait, wait, not Cancun.

01:28:15.389 --> 01:28:16.410
[SPEAKER_01]: It was a Cabo.

01:28:16.610 --> 01:28:16.790
[SPEAKER_01]: Yeah.

01:28:17.350 --> 01:28:17.950
[SPEAKER_01]: Oh, yeah, it was.

01:28:17.970 --> 01:28:18.590
[SPEAKER_01]: No one was there.

01:28:18.610 --> 01:28:19.051
[SPEAKER_00]: It was good.

01:28:19.231 --> 01:28:20.451
[SPEAKER_00]: I've been to some beaches in the world.

01:28:20.571 --> 01:28:22.312
[SPEAKER_00]: And by the way, I've been to some remote beaches.

01:28:22.332 --> 01:28:22.672
[SPEAKER_00]: Mm-hmm.

01:28:23.392 --> 01:28:24.953
[SPEAKER_00]: And it's just covered with junk.

01:28:25.053 --> 01:28:26.014
[SPEAKER_00]: It's covered.

01:28:26.194 --> 01:28:27.654
[SPEAKER_00]: I'm talking in the middle of nowhere.

01:28:27.914 --> 01:28:29.175
[SPEAKER_00]: And covered in junk.

01:28:29.875 --> 01:28:36.501
[SPEAKER_00]: I mean, I'll show you some pictures sometimes, in some third world beaches, just, just, you've been to garbage number four?

01:28:36.821 --> 01:28:37.561
[SPEAKER_01]: Yeah, yeah.

01:28:37.662 --> 01:28:39.683
[SPEAKER_00]: No, literally looks like a garbage sign.

01:28:39.703 --> 01:28:41.525
[SPEAKER_00]: That's what it looks like.

01:28:41.545 --> 01:28:41.965
[SPEAKER_00]: Deal.

01:28:42.345 --> 01:28:45.288
[SPEAKER_00]: If you want to go swimming, you're swimming at the garbage sign.

01:28:45.628 --> 01:28:47.309
[SPEAKER_00]: There's no rules.

01:28:47.329 --> 01:28:47.930
[SPEAKER_00]: They don't care.

01:28:48.390 --> 01:28:53.855
[SPEAKER_00]: And so now you take that and you go to a factory and they die the denim.

01:28:54.495 --> 01:28:55.175
[SPEAKER_00]: Oh, yeah, crowns.

01:28:55.296 --> 01:28:56.456
[SPEAKER_00]: And well, the guess what?

01:28:56.736 --> 01:28:58.797
[SPEAKER_00]: They don't, they have chemicals that are left over.

01:28:59.398 --> 01:29:00.338
[SPEAKER_00]: And so what do they do with the chemicals?

01:29:00.858 --> 01:29:04.580
[SPEAKER_00]: They think they cross, no, they just freaking dump them right in the river, run right into the ocean.

01:29:05.341 --> 01:29:05.541
[SPEAKER_01]: Yeah.

01:29:05.921 --> 01:29:15.326
[SPEAKER_00]: So that's what you do when you buy this crap, and some of these companies will be like, oh, you know, we give, you know, we support the, you know, the environment.

01:29:16.064 --> 01:29:17.625
[SPEAKER_00]: And you go, oh, really?

01:29:18.125 --> 01:29:23.109
[SPEAKER_00]: Because you're buying this, you've got factories polluting the earth.

01:29:24.650 --> 01:29:28.212
[SPEAKER_00]: And you don't seem to care because you want to make an extra $3 on a pair of shorts.

01:29:28.852 --> 01:29:29.573
[SPEAKER_00]: You dirt bags.

01:29:30.373 --> 01:29:32.775
[SPEAKER_00]: So we don't do that at origin, USA.

01:29:33.055 --> 01:29:33.255
[SPEAKER_00]: No.

01:29:33.435 --> 01:29:35.997
[SPEAKER_00]: Communists free, real, deal.

01:29:36.657 --> 01:29:39.639
[SPEAKER_00]: When we make everything that you need, you literally don't need anything else.

01:29:40.239 --> 01:29:43.161
[SPEAKER_00]: Maybe if you have to wear a business suit, you might have to give a business suit from somewhere else.

01:29:43.361 --> 01:29:44.102
[SPEAKER_01]: Oh, yeah, yeah, sure.

01:29:45.137 --> 01:29:52.211
[SPEAKER_00]: But if you need jeans, if you need pants, if you need shirts, if you need t-shirts, have you tried on the new Nano Rip shirts?

01:29:52.945 --> 01:29:53.825
[SPEAKER_01]: Then I'll rip shirt.

01:29:54.106 --> 01:29:54.846
[SPEAKER_01]: I don't think so.

01:29:54.886 --> 01:29:56.407
[SPEAKER_00]: They're freaking clutch dude.

01:29:56.587 --> 01:29:58.108
[SPEAKER_01]: Wait, what kind of shirt like T-shirts?

01:29:58.268 --> 01:29:59.528
[SPEAKER_00]: No, they're like all button down.

01:29:59.868 --> 01:30:00.689
[SPEAKER_00]: Oh, yeah.

01:30:00.789 --> 01:30:05.551
[SPEAKER_01]: No, no, no, no, I have not tried it, but I saw uh be a little head one on and I was like, okay.

01:30:05.591 --> 01:30:09.393
[SPEAKER_00]: When I spoke in DC at the Washington Monument, I wore one.

01:30:09.653 --> 01:30:09.853
[SPEAKER_01]: Yeah.

01:30:10.073 --> 01:30:15.636
[SPEAKER_00]: Matter of fact, when I spoke, I was a 250th year anniversary of America.

01:30:15.776 --> 01:30:15.956
[SPEAKER_00]: Yeah.

01:30:16.377 --> 01:30:18.818
[SPEAKER_00]: I when I spoke, I was where head to toe.

01:30:22.644 --> 01:30:25.746
[SPEAKER_00]: Okay, let's get a full American made.

01:30:26.067 --> 01:30:28.148
[SPEAKER_00]: All is as American as I could possibly be.

01:30:29.569 --> 01:30:30.290
[SPEAKER_00]: That's what we're doing.

01:30:30.770 --> 01:30:47.342
[SPEAKER_00]: So, if you're an American, you want to help American, you want to help the communities, you want to help the economy, you want to help people send their kids to college, you want to help our our people grow, want to help our farmers and our manufacturers, you want to help everybody, you want to help our defense department,

01:30:48.782 --> 01:30:49.602
[SPEAKER_00]: Ward department now.

01:30:49.622 --> 01:30:51.043
[SPEAKER_00]: Do you want to help that?

01:30:51.063 --> 01:30:53.244
[SPEAKER_00]: Do you want to help America?

01:30:53.644 --> 01:30:54.245
[SPEAKER_00]: Let me tell you what.

01:30:55.145 --> 01:30:58.526
[SPEAKER_00]: Go to origin USA and get yourself some.

01:30:59.647 --> 01:31:00.267
[SPEAKER_00]: That's what we're doing.

01:31:00.347 --> 01:31:00.727
[SPEAKER_01]: It's true.

01:31:01.588 --> 01:31:03.369
[SPEAKER_01]: Also don't don't forget about Jaco Stor.

01:31:03.609 --> 01:31:07.711
[SPEAKER_01]: We can get you this political freedom, merch, apparel, stuff.

01:31:08.511 --> 01:31:09.211
[SPEAKER_01]: Also good.

01:31:09.571 --> 01:31:11.592
[SPEAKER_01]: It seems to be a hot one as of right now.

01:31:11.832 --> 01:31:12.113
[SPEAKER_01]: Good.

01:31:12.313 --> 01:31:12.673
[SPEAKER_01]: It's true,

01:31:13.173 --> 01:31:17.980
[SPEAKER_01]: Because it applies to everybody, like, kind of under all, um, uh, we'll say many circumstances.

01:31:18.040 --> 01:31:18.701
[SPEAKER_01]: Yeah, I see you say that.

01:31:19.683 --> 01:31:20.504
[SPEAKER_01]: Hi, love a problem.

01:31:21.065 --> 01:31:25.251
[SPEAKER_00]: Low level from, yeah, every day, if you had a low level problem, good t-shirt yet.

01:31:26.613 --> 01:31:27.734
[SPEAKER_00]: No, it would be the.

01:31:28.499 --> 01:31:31.200
[SPEAKER_01]: I don't know, the vibe, I would have to analyze that one.

01:31:32.041 --> 01:31:36.302
[SPEAKER_01]: Yeah, yeah, good, but yeah, good, good idea for sure.

01:31:37.003 --> 01:31:40.624
[SPEAKER_00]: And then there's also a high level, just so everybody knows a high level problem.

01:31:40.664 --> 01:31:47.087
[SPEAKER_00]: It's like when the air conditioning on your Cadillac escalated, is running a little cool.

01:31:49.579 --> 01:31:51.040
[SPEAKER_00]: or would have you're like, you're like, good.

01:31:51.520 --> 01:31:53.301
[SPEAKER_00]: Yeah, I get to test out my origin hoodie.

01:31:53.461 --> 01:31:54.561
[SPEAKER_00]: Yeah, exactly.

01:31:54.581 --> 01:31:55.642
[SPEAKER_00]: Yeah, yeah, yeah, yeah.

01:31:55.662 --> 01:31:57.083
[SPEAKER_00]: Yeah, something that I love a problem.

01:31:57.103 --> 01:32:00.104
[SPEAKER_01]: Something that might be in the same category as first world problem.

01:32:00.224 --> 01:32:01.825
[SPEAKER_01]: You know, why I love a problem.

01:32:02.225 --> 01:32:11.110
[SPEAKER_01]: You know, you're, uh, I think the OG one was the cable guy back in the day when cable was a thing, more so than not, when the cable guy is a little bit late.

01:32:12.690 --> 01:32:14.111
[SPEAKER_01]: That's a high level problem.

01:32:14.191 --> 01:32:24.954
[SPEAKER_01]: It's still a problem, but it's not one of these, you know, these things, but another hey there everyday problems high level problems like my chauffeur is sick and I have to drive myself Yeah, brutal.

01:32:25.134 --> 01:32:30.536
[SPEAKER_01]: I'm saying exactly right, but yes, but yes, you can, you know, we got shirts on there.

01:32:30.556 --> 01:32:31.056
[SPEAKER_01]: It's pretty cool.

01:32:31.076 --> 01:32:32.596
[SPEAKER_01]: We have different versions of it.

01:32:32.656 --> 01:32:34.317
[SPEAKER_01]: Anyway, it's all in jockelstore.com.

01:32:34.677 --> 01:32:35.537
[SPEAKER_01]: Check it all out there.

01:32:35.777 --> 01:32:38.158
[SPEAKER_01]: If you like something get something also shirt locker

01:32:39.038 --> 01:32:47.484
[SPEAKER_01]: Subscription new design every month people seem to like that one now and you can check out click on the shirt locker button on the top right boom You can see what's all about pretty cool.

01:32:47.504 --> 01:32:59.393
[SPEAKER_01]: If you like that, but I'm subscribed man get your new design every month You can cancel anytime You know, it's not one of these deals where you get locked into anything so about you seems same all on chocolate store.com

01:32:59.633 --> 01:32:59.833
[SPEAKER_00]: Yeah.

01:32:59.933 --> 01:33:02.216
[SPEAKER_00]: And by the way, we also have WarriorKid.com.

01:33:02.576 --> 01:33:04.358
[SPEAKER_00]: So we got the WarriorKid movie coming out.

01:33:04.699 --> 01:33:07.822
[SPEAKER_00]: It comes out November 25th, global release on Apple TV.

01:33:08.503 --> 01:33:09.384
[SPEAKER_00]: It's a beautiful movie.

01:33:09.804 --> 01:33:10.745
[SPEAKER_00]: It's a beautiful story.

01:33:10.925 --> 01:33:15.190
[SPEAKER_00]: It's going to get kids freaking doing Gigiitsu, doom, pull ups, eating right, getting after it.

01:33:15.931 --> 01:33:16.932
[SPEAKER_00]: So what America needs right now?

01:33:17.192 --> 01:33:17.993
[SPEAKER_00]: In my humble opinion.

01:33:19.265 --> 01:33:27.490
[SPEAKER_00]: And so that movie's coming out, you get the week, I mean, I've written the books, you can get the books where you're kid.com, and you can get them t-shirts.

01:33:28.330 --> 01:33:29.691
[SPEAKER_00]: You can also get them t-shirts that say good.

01:33:30.051 --> 01:33:30.632
[SPEAKER_00]: Yeah, sure.

01:33:31.272 --> 01:33:35.294
[SPEAKER_00]: Those are those on the Warrior Kid website, or the Chocolate Store website?

01:33:35.314 --> 01:33:44.500
[SPEAKER_01]: Well, in the, in the spirit of, uh, accuracy, you know, that's not a warrior, warrior kid, uh, theme to shirt.

01:33:44.560 --> 01:33:47.762
[SPEAKER_01]: No, but it is for the kids though, which is they're all on Chocolate Store.com.

01:33:48.706 --> 01:33:54.995
[SPEAKER_00]: Even the warrior kid themed shirts or kids shirts are on the jockels are not coming Or you can go to warrior kid.com correct.

01:33:55.296 --> 01:34:00.924
[SPEAKER_00]: So we got two options for you there get you get a warrior kid t-shirt and fired up They're going back to school.

01:34:01.084 --> 01:34:03.127
[SPEAKER_00]: They might ever be back in school, but like I

01:34:03.708 --> 01:34:05.609
[SPEAKER_00]: What a subtle flex, you know?

01:34:05.790 --> 01:34:07.711
[SPEAKER_00]: I can read and I can fight on where you're kids.

01:34:07.931 --> 01:34:08.411
[SPEAKER_00]: Easy money.

01:34:08.872 --> 01:34:11.133
[SPEAKER_00]: But don't think it's a big deal, but kind of is.

01:34:12.654 --> 01:34:13.515
[SPEAKER_00]: So check that out.

01:34:13.855 --> 01:34:23.042
[SPEAKER_00]: Also, you know, speaking of books, I've written some other books besides kids books, and you can check those out, plus check out, put your legs on by Rob Jones, need to lead by Dave Burke.

01:34:23.682 --> 01:34:24.203
[SPEAKER_00]: Ashland front.

01:34:24.223 --> 01:34:27.825
[SPEAKER_00]: We have a leadership consultancy where we help companies around the world.

01:34:29.366 --> 01:34:32.207
[SPEAKER_00]: organize themselves and solve problems through leadership.

01:34:32.788 --> 01:34:39.351
[SPEAKER_00]: So if you want to come to one of our events or you want to have us embedded inside your company, go dash on front.com.

01:34:39.591 --> 01:34:47.475
[SPEAKER_00]: If you want to learn the skills of leadership, in online manner at your own pace, you can go to extremeownership.com, where we teach these principles online.

01:34:48.255 --> 01:34:57.121
[SPEAKER_00]: And then if you want to help families, service member families, active families, retired families, gold star families, check out Mark Lee's Mom Momma Lee.

01:34:57.141 --> 01:35:00.444
[SPEAKER_00]: She's got an amazing charity organization if you want to donate or you want to get involved.

01:35:01.144 --> 01:35:11.011
[SPEAKER_00]: Go to americazmightywarriors.org, also check out heroesandhorsts.org, Mike afink, giving people back their soul up in the mountains of Montana.

01:35:11.571 --> 01:35:13.773
[SPEAKER_00]: Jimmy May's organization beyond the brotherhood.org.

01:35:14.473 --> 01:35:17.217
[SPEAKER_00]: and then warriors in need.org as well.

01:35:17.277 --> 01:35:18.939
[SPEAKER_00]: Check all those out if you want to connect with us.

01:35:19.659 --> 01:35:26.187
[SPEAKER_00]: You go to jocler.com and then if you have a timer on your phone, you can set it to three minutes.

01:35:27.208 --> 01:35:31.673
[SPEAKER_00]: Count down timer and you can go on to social media for no more than three minutes.

01:35:32.635 --> 01:35:35.338
[SPEAKER_00]: And you can find me at Jockelwell and you can find echo article trolls.

01:35:35.398 --> 01:35:45.972
[SPEAKER_00]: Just be careful because if you go over three minutes You're now creating chaos in your brain dopamine hits destruction of your soul So watch out and don't let it get you.

01:35:46.513 --> 01:35:50.057
[SPEAKER_00]: Thanks all of our military personnel out there right now standing watch

01:35:51.384 --> 01:35:56.308
[SPEAKER_00]: Thank you for your service, and all the veterans who have served, thank you for holding the line for freedom.

01:35:56.628 --> 01:36:05.896
[SPEAKER_00]: Also, thanks to our police law enforcement firefighters, paramedics as well as EMTs, dispatchers, correctional officers, board patrol, secret service, and all of our other first responders.

01:36:06.297 --> 01:36:08.458
[SPEAKER_00]: Thank you for holding the line here at home.

01:36:09.920 --> 01:36:12.482
[SPEAKER_00]: And everyone else out there, listen, you got decisions to make.

01:36:14.072 --> 01:36:25.660
[SPEAKER_00]: You got decisions to make and every decision has an impact and while some of those impacts are small, some decisions will impact every aspect of your life.

01:36:25.700 --> 01:36:37.569
[SPEAKER_00]: And by the way, some of the small decisions that you make if you make them over and over again, they'll impact every aspect of your life and they compound and they might put you, if you make the right small decisions all the time, they'll put you an amazing place.

01:36:37.589 --> 01:36:42.933
[SPEAKER_00]: And if you make bad decisions, continually guess what, they'll put you in a bad place.

01:36:44.517 --> 01:36:48.939
[SPEAKER_00]: So these decisions that you're making are important, and you gotta know how you're making these decisions.

01:36:49.479 --> 01:36:52.161
[SPEAKER_00]: What factors and influences are driving your decisions?

01:36:53.041 --> 01:36:54.182
[SPEAKER_00]: Do you have control over those?

01:36:55.922 --> 01:36:57.003
[SPEAKER_00]: Or are you being controlled?

01:36:58.384 --> 01:37:01.845
[SPEAKER_00]: You gotta remember that is you that have to make the decisions.

01:37:01.945 --> 01:37:02.606
[SPEAKER_00]: You have to make them.

01:37:04.386 --> 01:37:05.067
[SPEAKER_00]: So make good ones.

01:37:05.967 --> 01:37:06.968
[SPEAKER_00]: And that's all we've got for tonight.

01:37:07.088 --> 01:37:09.949
[SPEAKER_00]: And until next time, Zekko and Jako out.