Jordan Peterson

You're doing this. It's like, wait a sec, wait a sec. Are you doing this? That's a better, that's better. That's easier. Same information conveyed a little bit less, much less likely to put the person on the defensive.

If the people that you're dealing with are dealing in good faith, you can manage that. But if the people that you're dealing with are not dealing in good faith, that's still often the best approach. I mean, you have to figure out if you can rely on them, if that's a partnership that can even work. That's why you shouldn't really sell either. Because really what you're doing is...

If the people that you're dealing with are dealing in good faith, you can manage that. But if the people that you're dealing with are not dealing in good faith, that's still often the best approach. I mean, you have to figure out if you can rely on them, if that's a partnership that can even work. That's why you shouldn't really sell either. Because really what you're doing is...

If the people that you're dealing with are dealing in good faith, you can manage that. But if the people that you're dealing with are not dealing in good faith, that's still often the best approach. I mean, you have to figure out if you can rely on them, if that's a partnership that can even work. That's why you shouldn't really sell either. Because really what you're doing is...

You're offering people an opportunity that's a partnership. And if they're not interested, you don't want them as a customer because they're not going to be satisfied anyways. And the last thing you need is a dissatisfied customer. And you can think, oh, they gave me money. It's like, yeah, once. And so that's not that helpful.

You're offering people an opportunity that's a partnership. And if they're not interested, you don't want them as a customer because they're not going to be satisfied anyways. And the last thing you need is a dissatisfied customer. And you can think, oh, they gave me money. It's like, yeah, once. And so that's not that helpful.

You're offering people an opportunity that's a partnership. And if they're not interested, you don't want them as a customer because they're not going to be satisfied anyways. And the last thing you need is a dissatisfied customer. And you can think, oh, they gave me money. It's like, yeah, once. And so that's not that helpful.

And who knows how much trouble they're going to cause if they're disgruntled. Plenty, right? So don't push.

And who knows how much trouble they're going to cause if they're disgruntled. Plenty, right? So don't push.

And who knows how much trouble they're going to cause if they're disgruntled. Plenty, right? So don't push.

Use of fear and compulsion, that's all sign of bad policy. Fear, compulsion, mandates, orders, all of that. it's much better to, it's much more effective to, to proffer an invitation. And that could be a rough invitation. That's going to happen in the military for sure. It's not like the stakes aren't high, but...

Use of fear and compulsion, that's all sign of bad policy. Fear, compulsion, mandates, orders, all of that. it's much better to, it's much more effective to, to proffer an invitation. And that could be a rough invitation. That's going to happen in the military for sure. It's not like the stakes aren't high, but...

Use of fear and compulsion, that's all sign of bad policy. Fear, compulsion, mandates, orders, all of that. it's much better to, it's much more effective to, to proffer an invitation. And that could be a rough invitation. That's going to happen in the military for sure. It's not like the stakes aren't high, but...

Exactly. Yeah, right. Yeah, no. No, well, you can see that there are, and maybe this is a boot camp issue, and there's a boot camp, issue with every disciplinary structure. There might be a window of disciplinary necessity where the person involved has to subordinate themselves to somewhat arbitrary demands.

Exactly. Yeah, right. Yeah, no. No, well, you can see that there are, and maybe this is a boot camp issue, and there's a boot camp, issue with every disciplinary structure. There might be a window of disciplinary necessity where the person involved has to subordinate themselves to somewhat arbitrary demands.

Exactly. Yeah, right. Yeah, no. No, well, you can see that there are, and maybe this is a boot camp issue, and there's a boot camp, issue with every disciplinary structure. There might be a window of disciplinary necessity where the person involved has to subordinate themselves to somewhat arbitrary demands.

That would be the case when they don't know what the hell they're doing and they really need to listen. But the goal would be to build them as rapidly as possible into people who would engage in collaborative problem solving.

That would be the case when they don't know what the hell they're doing and they really need to listen. But the goal would be to build them as rapidly as possible into people who would engage in collaborative problem solving.

That would be the case when they don't know what the hell they're doing and they really need to listen. But the goal would be to build them as rapidly as possible into people who would engage in collaborative problem solving.

And certainly in the military, the more that capacity is distributed down the ranks, the more effective the military is going to be because that means that competent people can make local decisions in the environment as it changes without relying on or defaulting to a slow moving chain of command that has shaky allegiance to begin with.