Think Like a Freak

Every time we pretend to know something, we are doing the same: protecting our own reputation rather than promoting the collective good.

“It is the brain, not the heart or lungs, that is the critical organ,” said the esteemed neurologist Roger Bannister,

The second lesson to be drawn from Kobayashi’s success has to do with the limits that we accept, or refuse to. Over dinner that night at Cafe Luxembourg, Kobayashi said that when he started training, he refused to acknowledge the legitimacy of the existing Coney Island record of 25⅛ HDB. Why? He reasoned that the record didn’t stand for much since

The first is about problem solving generally. Kobayashi redefined the problem he was trying to solve. What question were his competitors asking? It was essentially: How do I eat more hot dogs? Kobayashi asked a different question: How do I make hot dogs easier to eat? This question led him to experiment and gather the feedback that changed the game

The key to learning is feedback. It is nearly impossible to learn anything without it.

Here is the broader point: whatever problem you’re trying to solve, make sure you’re not just attacking the noisy part of the problem that happens to capture your attention. Before spending all your time and resources, it’s incredibly important to properly define the problem—or, better yet, redefine the problem.

The most radical accomplishment of once-and-done is that it changed the frame of the relationship between the charity and the donor. Whenever you interact with another entity, whether it’s your best friend or some faceless bureaucracy, the interaction falls into one of a handful of frameworks. There’s the financial framework that governs everything

extrapolation algorithm?

At university, he had been learning about game theory and now it came in handy.