Dr. Sunita Sah

And one thing that I've learned about defiance that is really helpful is that if you can take the power of the pause, it is great. But surprise often disables defiance. And anticipation enables defiance. So preparing for situations like that in advance is particularly helpful before the moment of crisis.

And one thing that I've learned about defiance that is really helpful is that if you can take the power of the pause, it is great. But surprise often disables defiance. And anticipation enables defiance. So preparing for situations like that in advance is particularly helpful before the moment of crisis.

And one thing that I've learned about defiance that is really helpful is that if you can take the power of the pause, it is great. But surprise often disables defiance. And anticipation enables defiance. So preparing for situations like that in advance is particularly helpful before the moment of crisis.

So if you can't get physical distance, which is ideally the best thing, one of the things I could have done in front of Dan was to get psychological distance. And researchers such as Ethan Cross examined what happens when we talked about ourselves in the third person. So you could close your eyes and you could say, Sunita, what is it you really want to do here?

So if you can't get physical distance, which is ideally the best thing, one of the things I could have done in front of Dan was to get psychological distance. And researchers such as Ethan Cross examined what happens when we talked about ourselves in the third person. So you could close your eyes and you could say, Sunita, what is it you really want to do here?

So if you can't get physical distance, which is ideally the best thing, one of the things I could have done in front of Dan was to get psychological distance. And researchers such as Ethan Cross examined what happens when we talked about ourselves in the third person. So you could close your eyes and you could say, Sunita, what is it you really want to do here?

And that gives us some distance to really think about what we want rather than what the other person wants for us.

And that gives us some distance to really think about what we want rather than what the other person wants for us.

And that gives us some distance to really think about what we want rather than what the other person wants for us.

That's right. So some of my research has examined What if the disclosure is not coming directly from the doctor, but it comes from a receptionist in a letter? I've even looked at giving out letters in advance, informing patients of conflicts of interest. In general, when people can deliberate on the conflict of interest disclosure and it's simple and it's timely and it's given time,

That's right. So some of my research has examined What if the disclosure is not coming directly from the doctor, but it comes from a receptionist in a letter? I've even looked at giving out letters in advance, informing patients of conflicts of interest. In general, when people can deliberate on the conflict of interest disclosure and it's simple and it's timely and it's given time,

That's right. So some of my research has examined What if the disclosure is not coming directly from the doctor, but it comes from a receptionist in a letter? I've even looked at giving out letters in advance, informing patients of conflicts of interest. In general, when people can deliberate on the conflict of interest disclosure and it's simple and it's timely and it's given time,

in advance, we do feel less trust in the advice. If you have an opportunity to change your mind, in some of my experiments, that shows that's one of the most powerful things. So even though there's high compliance in front of the advisor, it drops a lot once the advisor is not in the room and you can make the decision in private or you can change your mind. And some of those results were

in advance, we do feel less trust in the advice. If you have an opportunity to change your mind, in some of my experiments, that shows that's one of the most powerful things. So even though there's high compliance in front of the advisor, it drops a lot once the advisor is not in the room and you can make the decision in private or you can change your mind. And some of those results were

in advance, we do feel less trust in the advice. If you have an opportunity to change your mind, in some of my experiments, that shows that's one of the most powerful things. So even though there's high compliance in front of the advisor, it drops a lot once the advisor is not in the room and you can make the decision in private or you can change your mind. And some of those results were

very striking and shows us what we display publicly is not really our private preference.

very striking and shows us what we display publicly is not really our private preference.

very striking and shows us what we display publicly is not really our private preference.

These are three questions that James March came up with with regards to decision making in general in any situation. And the three questions are, who am I? What type of situation is this? And what does a person like me do in a situation like this? And I apply these three questions to situations that might require defiance.

These are three questions that James March came up with with regards to decision making in general in any situation. And the three questions are, who am I? What type of situation is this? And what does a person like me do in a situation like this? And I apply these three questions to situations that might require defiance.