Primal Intelligence - Revision history

Marcin: /* Notes */

2026-02-21T06:00:48Z

Notes

← Older revision		Revision as of 06:00, 21 February 2026
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	*Special Operators who specialized in marketing, or as they called it, psychological operations		*Special Operators who specialized in marketing, or as they called it, psychological operations
	*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions. Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised		*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions. Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised
	*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions. Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised		*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. '''If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions.''' Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised
	*As you ask these questions these questions, you must curb another logical tendency: to identify with the other person. Resist the urge to say: I think exactly the same! Or I know just how you feel! Or The identical thing happened to me! Those apparent epiphanies are actually failures to discover what’s unique about the other person. They seem like affirmations but are actually judgments that interrupt curiosity with egocentrism.		*As you ask these questions these questions, you must curb another logical tendency: to identify with the other person. Resist the urge to say: I think exactly the same! Or I know just how you feel! Or The identical thing happened to me! Those apparent epiphanies are actually failures to discover what’s unique about the other person. They seem like affirmations but are actually judgments that interrupt curiosity with egocentrism.
	*Inspect the exceptional information you’ve surfaced. Use it to hypothesize why the person does that nonwork activity. If the person agrees with your hypothesis, you get one point. If the person is surprised by your hypothesis, you get one point. Your goal is to get two points, which is to say, your goal is to surprise the other person with your hypothesis—yet have them agree. This occurs when you discover something about them that they did not see themselves. Two points isn’t easy to pull off, but effective salespeople accomplish it about 70 percent of the time. Sales is, after all, knowing your customer better than they know themselves. It is intuiting what they want or need but didn’t realize.		*Inspect the exceptional information you’ve surfaced. Use it to hypothesize why the person does that nonwork activity. If the person agrees with your hypothesis, you get one point. If the person is surprised by your hypothesis, you get one point. Your goal is to get two points, which is to say, your goal is to surprise the other person with your hypothesis—yet have them agree. This occurs when you discover something about them that they did not see themselves. Two points isn’t easy to pull off, but effective salespeople accomplish it about 70 percent of the time. Sales is, after all, knowing your customer better than they know themselves. It is intuiting what they want or need but didn’t realize.

Marcin: /* Notes */

2026-02-21T06:00:29Z

Notes

@@ Line 7: / Line 7: @@
 =Notes=
-*Special Operators who specialized in marketing, or as they called it,
+*Special Operators who specialized in marketing, or as they called it, psychological operations
-psychological operations
+*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions. Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised
-*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking?
+*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking? Why did you go hiking in a landfill, of all places? Resist the urge. If you ask Why, you will prompt a judgment, and judgment is the end of curiosity. It’s an answer, when you want to drill deeper with more questions. Instead, recognize that you want to ask Why because surprise is an indicator of exceptional information. To excavate that information, ask more What, When, Who, Where, or How about the detail that surprised
-Why did you go hiking in a landfill, of all places? Resist the urge. If you ask
+*As you ask these questions these questions, you must curb another logical tendency: to identify with the other person. Resist the urge to say: I think exactly the same! Or I know just how you feel! Or The identical thing happened to me! Those apparent epiphanies are actually failures to discover what’s unique about the other person. They seem like affirmations but are actually judgments that interrupt curiosity with egocentrism.
-Why, you will prompt a judgment, and judgment is the end of curiosity. It’s
+*Inspect the exceptional information you’ve surfaced. Use it to hypothesize why the person does that nonwork activity. If the person agrees with your hypothesis, you get one point. If the person is surprised by your hypothesis, you get one point. Your goal is to get two points, which is to say, your goal is to surprise the other person with your hypothesis—yet have them agree. This occurs when you discover something about them that they did not see themselves. Two points isn’t easy to pull off, but effective salespeople accomplish it about 70 percent of the time. Sales is, after all, knowing your customer better than they know themselves. It is intuiting what they want or need but didn’t realize.
-an answer, when you want to drill deeper with more questions.
+*Into a story, spinning an easy tale that grabbed jurors’ attention and pulled it in a clear direction. The strategy worked. And indeed, it worked so well that it was memorialized by Cicero, Rome’s self-proclaimed champion of public speaking, in a suite of rhetorical handbooks—How to Start an Argument, How to Win an Argument, How to Win Every Argument—that survived classical civilization’s collapse and went on to form the basis for gentlemen’s education.
-Instead, recognize that you want to ask Why because surprise is an
+*A focus on growth—instead of on happiness or success—helps your brain translate setbacks and mistakes into learning.
-indicator of exceptional information. To excavate that information, ask
+*SECOND STEP IS: TUNE your anxiety by ridding the future of the past.
-more What, When, Who, Where, or How about the detail that surprised
+*Finish tuning anxiety by focusing on your upcoming objective—without peering any further down the road. Don’t, in other words, look too far into the future. The future is the embodiment of an unknown unknown.
-*Questioners were told: When you hear an answer that surprises you, you
+*Hathaway office. Every time he looked at that diploma, he recalled the commonsense technique: Convert past anxiety into standard operating procedures. And it guided him to a trillion-dollar SOP. The SOP was: Be greedy when the market is scared. It extended Graham’s investing rule—focus on getting the cheapest price today—with Buffett’s discovery of the role that anxiety played in pricing. Pricing was the value ascribed to stocks by investors. Like Buffett, those investors had struggled with emotion.
-will want to ask Why. Why would you never take your boyfriend hiking?
+*Primal’s four powers are stronger together: Imagination makes commonsense nimble; commonsense makes emotion effective; emotion makes intuition purposeful; intuition makes imagination perceptive. That combined strength lives inside all of us, waiting to be awake.
 =Core Message from Author=

Marcin: /* Notes */

2026-02-21T05:59:48Z

Notes

← Older revision		Revision as of 05:59, 21 February 2026
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	*Special Operators who specialized in marketing, or as they called it,		*Special Operators who specialized in marketing, or as they called it,
	psychological operations		psychological operations
	*Questioners were told: When you hear an answer that surprises you, you		*Questioners were told: When you hear an answer that surprises you, you will want to ask Why. Why would you never take your boyfriend hiking?
	will want to ask Why. Why would you never take your boyfriend hiking?
	Why did you go hiking in a landfill, of all places? Resist the urge. If you ask		Why did you go hiking in a landfill, of all places? Resist the urge. If you ask
	Why, you will prompt a judgment, and judgment is the end of curiosity. It’s		Why, you will prompt a judgment, and judgment is the end of curiosity. It’s

Marcin: /* Notes */

2026-02-01T21:33:23Z

Notes

← Older revision		Revision as of 21:33, 1 February 2026
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	=Notes=		=Notes=
			*Special Operators who specialized in marketing, or as they called it,
			psychological operations
	*Questioners were told: When you hear an answer that surprises you, you		*Questioners were told: When you hear an answer that surprises you, you
	will want to ask Why. Why would you never take your boyfriend hiking?		will want to ask Why. Why would you never take your boyfriend hiking?

Marcin: /* Notes */

2026-01-31T09:31:05Z

Notes

← Older revision		Revision as of 09:31, 31 January 2026
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	the value ascribed to stocks by investors. Like Buffett, those investors had		the value ascribed to stocks by investors. Like Buffett, those investors had
	struggled with em		struggled with em
			*Primal’s four powers are stronger together: Imagination makes
			commonsense nimble; commonsense makes emotion effective; emotion
			makes intuition purposeful; intuition makes imagination perceptive. That
			combined strength lives inside all of us, waiting to be awake

	=Core Message from Author=		=Core Message from Author=

Marcin: /* Notes */

2026-01-31T09:18:00Z

Notes

← Older revision		Revision as of 09:18, 31 January 2026
Line 54:		Line 54:
	Don’t, in other words, look too far into the future. The future is the		Don’t, in other words, look too far into the future. The future is the
	embodiment of an unknown unknow		embodiment of an unknown unknow
			*Hathaway office. Every time he looked at that diploma, he recalled the
			commonsense technique: Convert past anxiety into standard operating
			procedures. And it guided him to a trillion-dollar SOP.
			The SOP was: Be greedy when the market is scared. It extended
			Graham’s investing rule—focus on getting the cheapest price today—with
			Buffett’s discovery of the role that anxiety played in pricing. Pricing was
			the value ascribed to stocks by investors. Like Buffett, those investors had
			struggled with em

	=Core Message from Author=		=Core Message from Author=

Marcin: /* Notes */

2026-01-31T09:06:52Z

Notes

← Older revision		Revision as of 09:06, 31 January 2026
Line 49:		Line 49:
	success—helps your brain translate setbacks and mistakes into learning		success—helps your brain translate setbacks and mistakes into learning
	*SECOND STEP IS: TUNE your anxiety by ridding the future of the past		*SECOND STEP IS: TUNE your anxiety by ridding the future of the past
			* step: Finish tuning anxiety
			by focusing on your upcoming objective—without peering any further
			down the road.
			Don’t, in other words, look too far into the future. The future is the
			embodiment of an unknown unknow

	=Core Message from Author=		=Core Message from Author=

Marcin: /* Notes */

2026-01-31T09:01:40Z

Notes

← Older revision		Revision as of 09:01, 31 January 2026
Line 48:		Line 48:
	* A focus on growth—instead of on happiness or		* A focus on growth—instead of on happiness or
	success—helps your brain translate setbacks and mistakes into learning		success—helps your brain translate setbacks and mistakes into learning
			*SECOND STEP IS: TUNE your anxiety by ridding the future of the past

	=Core Message from Author=		=Core Message from Author=

Marcin: /* Notes */

2026-01-31T08:27:45Z

Notes

← Older revision		Revision as of 08:27, 31 January 2026
Line 46:		Line 46:
	Argument—that survived classical civilization’s collapse and went on to		Argument—that survived classical civilization’s collapse and went on to
	form the basis for gentlemen’s e		form the basis for gentlemen’s e
			* A focus on growth—instead of on happiness or
			success—helps your brain translate setbacks and mistakes into learning

	=Core Message from Author=		=Core Message from Author=

Marcin: /* Notes */

2026-01-31T07:59:52Z

Notes

← Older revision		Revision as of 07:59, 31 January 2026
Line 39:		Line 39:
	the time. Sales is, after all, knowing your customer better than they know		the time. Sales is, after all, knowing your customer better than they know
	themselves. It is intuiting what they want or need but didn’t realize.		themselves. It is intuiting what they want or need but didn’t realize.
			* into a story, spinning an easy tale that grabbed jurors’
			attention and pulled it in a clear direction. The strategy worked. And indeed,
			it worked so well that it was memorialized by Cicero, Rome’s self-
			proclaimed champion of public speaking, in a suite of rhetorical handbooks
			—How to Start an Argument, How to Win an Argument, How to Win Every
			Argument—that survived classical civilization’s collapse and went on to
			form the basis for gentlemen’s e

	=Core Message from Author=		=Core Message from Author=