​This email is about the Dackor culture, how we came into existence and what I believe is the right attitude. 

Before I created Dackor, I worked in various jobs and went above and beyond with websites, brochures, came in early, left late, worked on the weekends, helped co-workers, studied at night, read books to sharpen my knowledge and generally just went all out. My employers benefitted from having a hard working employee that went above and beyond and I benefited because I learned valuable skills that built both myself AND contributed to success. As my success grew, so too did my confidence.  What I learned was to add value for the sake of adding value and striving to improve rather than simply demanding instant payment in a transactional mentality. I did not become resentful that other employees did not contribute the same level of effort because I know that in order to stand out you have to be willing to go above and beyond. When you go above and beyond it stands to reason that not everyone else will. But "Your attitude will determine YOUR latitude."
​
When we opened Dackor in the US in 2003, I wanted to create an environment where people could grow, a place that attracts people with good attitudes but also a place where we reward exceptional results. Not everyone on our team will go above and beyond however, I believe that Dackor rewards people who create exception results. Whether it is rewarded by overtime, salary increase or commission, we are looking to create an environment where the cream rises to the top, but not an environment of tit for tat where every action is rewarded as if the company does not pay a base salary. 

Sometimes it takes time to see results. When you are on a mission for growth there are times you will head down the wrong path. Working extra hard may not always generate exceptional results that will immediately lead to rewards. What I have learned is that hard work instead gives me the opportunity to figure out where to invest my time. Through trial and error you will learn what the best use of your time is and how to create phenomenal results with the best leverage of your time. It takes time to figure this out and in some case years. Most seemingly overnight successes are never done overnight.

I hope as I share the above you know it comes from a place of personal experience but also it can be a new attitude for some. Since you are an adult, can you say you've always done your best? Have you always given 110% to your work? I will tell you that it's never too late to start.

Below are examples of having the right attitude versus the wrong attitude.

LOSING COMMENTS

1. That's not my job
2. Am I going to be paid extra for that
3. That's not fair that I am doing all the work
4. Why aren't others contributing the same as I am

WINNING COMMENTS
1. That is my job, if it helps grow the business or helps my co-workers
2. I am going to contribute with the best use of my time because I know it will pay off eventually in increased sales and/or recognition.
3. I am the best person to do it because I go the extra mile. I'm not going to gear down to match someone else's attitude.
4. I realize that not everyone will go above and beyond but I do because that's a winning attitude !

SUMMARY:
The above is not being written for any one specific person, it's written FOR YOU. Part of a winning attitude is to take personal responsibility for yourself. And as I always say "We don't have control of others....we only have control of ourself and our actions."

Sincerely,
​Mark Viers

If you work in an office environment you are aware of how frequent texts interrupt work. We've all heard the adage of "multi tasking" however recent studies uncover that its highly inefficient. In fact, it is found that a more accurate term is "task switching, not multi tasking".

Task switching : So what's the harm in frequent texts?
- takes more time to get the same tasks completed than if you just focused on one at a time. Its been reported that you loose up to 40% by task switching.

- error rates soar when you switch between two tasks

- brain scans show that when you switch task it works the brain harder in a bad way. These scans show the pre-frontal cortex is involved to shift tasks, the posterior parietal lobe activates rules for each task you switch to, the anterior cingulate gyrus monitors errors and the pre motor cortex is preparing you to move your body even if its not required for that task but it goes on alert after shifting your task

What's a better way? Batch Processing
A more efficient way of working is in batch processing. By batch processing you simply focus on an activity until you have completely finished it and then you shift to the next task such as texting. But here's the problem.... With texting, you do not have a captive audience.  People tend to become easily distracted in today's society or maybe they are a habitual task switcher subjugating you to their inefficient work style.  Below are some tips on how YOU as a task switcher can improve.

Tip 1: To set up complex plans for lunch or the weekend pick up the phone. Calls are faster than the back and forth texting.

Tip 2: Don’t check your phone as soon as a message comes in. If it were urgent they would call. Finish your existing task or set of tasks and when you check your phone do so with the intent of responding.

Tip 3: When you engage to respond, continue to respond until the conversation is completed. If you need to end the conversation tell them you’ve got a pressing matter and end the conversation.

Tip 4: If the other person has a lull in communication simply move on to another task and do not go back to the texting until that task is completed. This reduces your task switching while simultaneously teaching others that when they’ve got you to stick with you through the conversation. Remember, you teach people how to treat you.

Tip 4: Reduce talk /text times by making proposals. I propose we meet at 10 or 2pm on either Tuesday or Thursday next week.  90% of the time the other person will respond. Or... I propose we eat at Thai or Italian at either 12 or 12:30 on Tuesday. 

Tip 5: Let friends and family know that you exercise batch processing and remind them that if its urgent to call you. You can give them your work number too. Put simply, Emails are less important than texts, texts are less important than calls .

Tip 6: Silence or turn off social media notifications. Social media notifications are for people who have a need for acceptance and not for winners who are doing something in this world that actually is worth a tweet.

In conclusion and as stated, task switch is extremely inefficient, increases errors and depletes your mental energy. Mental energy is gold, even top tech executives wear the same clothes every day to reduce just one more decision from their day. So if your goal is to grow and to succeed, batch processing rather than task switching is paramount to your success.  You'll be sharper, complete more and be mentally fresher at the end of the day.

As an avid reader of books on personal development people often ask what is the one book I'd recommend. The answer is "Think and Grow Rich" by Napolean Hill. Its a business and life classic.

Napolean was introduced by Andrew Carnegie to the most successful people at the time. He studied what principles they all had in common and came up with 17 principles which I'll list below.

1. Definiteness of Purpose
Develop Definiteness of Purpose. Success and progress towards achieving your goals in life begin with knowing where you are going. Any dominating idea, plan, or purpose held in your conscious mind through repeated effort and emotionalized by a burning desire for its realization is taken over by the subconscious and acted upon through whatever natural and logical means may be available. Your mental attitude gives power to everything you do. If your attitude is positive, your actions and thoughts further your ends? If your attitude is negative, you are constantly undermining your own efforts. The starting point of all human achievement is the development of a Definite Major Purpose. Without a definite major purpose, you are as helpless as a ship without a compass.

2. Mastermind Alliance
Establish a Mastermind Alliance. A mastermind alliance consists of two or more minds working actively together in perfect harmony toward a common definite objective. Through a mastermind alliance you can appropriate and use the full strength of the experience, training, and knowledge of others just as if they were your own. No individual has ever achieved success without the help and cooperation of others. The value of “gathering together those of a like mind” is self-evident. A group of brains coordinated in a spirit of harmony will provide more thought energy than a single brain, just as a group of electric batteries will provide more energy than a single battery.
3. Applied Faith
Use Applied Faith. Faith is awareness of, belief in, and harmonizing with the universal powers. Faith is a state of mind which must be active not passive, to be useful in achieving lasting success. Close the door to fear behind you and you will quickly see the door of faith open before you. Fear is nothing more than a state of mind, which is subject to your own direction and control. Faith will not bring you what you desire, but it will show you the way to go after it for yourself.
4. Going the Extra Mile
Go the Extra Mile. Strength and struggle go hand in hand. Render more and better service than you are paid for, and sooner or later you will receive compound interest from your investment. The end of the rainbow is at the end of the second mile. The quality of the service rendered, plus the quantity of service rendered, plus the mental attitude in which it is rendered, equals your compensation. The more you give, the more you get.
5. Pleasing Personality
Assemble an Attractive Personality. A Positive Mental Attitude is the right mental attitude in any given situation. Courtesy is your most profitable asset… and it is absolutely free! Emotions are nothing but reflections of your mental attitude, which you can organize, guide, and completely control. Your personality is your greatest asset or your greatest liability because it embraces everything you control …your mind, body, and soul. To be happy, make someone else happy!
6. Personal Initiative
Create Personal Initiative. It is better to act on a plan that is still weak than to delay acting at all. Procrastination is the archenemy of personal initiative. Personal Initiative:
is contagious
succeeds where others fail
creates work
creates opportunity
creates the future
creates advancement
Procrastinators are experts in creating alibis.
Personal initiative is the inner power that starts all action.
7. Positive Mental Attitude
Build a Positive Mental Attitude. A Positive Mental Attitude is the single most important principle of the science of success, without which you cannot get the maximum benefit from the other sixteen principles. Success attracts success and failure attracts more failure. Your mental attitude is the only thing over which you, and only you, have complete control. A Positive Mental Attitude attracts opportunities for success, while a Negative Mental Attitude repels opportunities and doesn’t even take advantage of them when they do come along. A positive mind finds a way it can be done… a negative mind looks for all the ways it can’t be done.
8. Enthusiasm
Control Your Enthusiasm. To be enthusiastic-act enthusiastically! Enthusiasm is to progress toward success as gasoline is to a car’s engine. It is the fuel that drives things forward. Enthusiasm stimulates your subconscious mind. By feeding your conscious mind with enthusiasm, you impress upon your subconscious that your burning desire and your plan for attaining it are certain. Enthusiasm is a state of mind. It inspires action and is the most contagious of all emotions. Enthusiasm is more powerful than logic, reason, or rhetoric in getting your ideas across and in winning over others to your viewpoint.
9. Self-Discipline
Enforce Self-Discipline. Self-discipline is the process that ties together all your efforts of controlling your mind, your personal initiative, positive mental attitude and controlling your enthusiasm. Self-discipline makes you think before you act. The subconscious has access to all departments of the mind, but is not under the control of any. If you don’t discipline yourself, you are sure to be disciplined by others. Without self-discipline, you are as dangerous as a car running downhill without brakes or steering wheel.
10. Accurate Thinking
Think Accurately. Thoughts have power, are under your control, and can be used wisely or unwisely. Accurate thinkers accept no political, religious, or other type of thought, regardless of its source, until it is carefully analyzed. Accurate thinkers are the masters of their emotions. Accurate thought involves two fundamentals. First you must separate facts from information. Second you must separate facts into two classes? The important and unimportant. Accurate thinkers allow no one to do their thinking for them.
11. Controlled Attention
Control Your Attention. Keep your mind ON the things you want and OFF the things you don’t want! It is much easier to focus your attention on something you believe will happen than on something you believe is unlikely. Controlled attention is the act of coordinating all the faculties of your mind and directing their combined power to a specific end. Positive and negative emotions cannot occupy your mind at the same time. Independence starts with self-dependence.
12. Teamwork
Inspire Teamwork. There is no record of any great contribution to civilization without the cooperation of others. Enthusiasm is contagious and teamwork is the inevitable result. A good football team relies more on harmonious coordination of effort than individual skill. Most people will respond more freely to a request than they will to an order. Helping others solve their problems will help you solve your own.
13. Adversity and Defeat
Learn From Adversity and Defeat. Everyone faces defeat. It may be a stepping-stone or a stumbling block, depending on the mental attitude with which it is faced. Failure and pain are one language through which nature speaks to every living creature. You are never a failure until you accept defeat as permanent and quit trying. Edison failed 10,000 times before perfecting the electric light bulb. Don’t worry if you fail once. Every adversity, every failure, and every unpleasant experience carries with it the seed of an equivalent benefit which may prove to be a blessing in disguise.
14. Creative Vision
Cultivate Creative Vision. Creative imagination has its base in the subconscious and is the medium through which you recognize new ideas and newly learned facts. Synthetic imagination springs from experience and reason; creative imagination springs from your commitment to your definite purpose. Imagination recognizes limitations. Creative vision sees no limitations. Your imaginative faculty will become weak through inaction. It can be revived through use. The man who dipped a chunk of ice cream in chocolate and called it “Eskimo Pie” made a fortune for the five seconds of imagination it took to create the idea!
15. Maintenance of Sound Health
Maintain Sound Health. To maintain a Positive Mental Attitude and develop a healthy mind and body, you must conquer fear and anxiety. Anything that affects your physical health also affects your mental health. A Positive Mental Attitude is the most important quality for sound mental and physical health. Exercise produces both physical and mental buoyancy. It clears sluggishness and dullness from body and mind. If you haven’t the willpower to keep your physical body in repair, you lack the power of will to maintain a positive mental attitude in other important circumstances that control your life.
16. Budgeting Time and Money
Budget Your Time and Money. Tell me how you use your time and how you spend your money, and I will tell you where and what you’ll be ten years from now. Take regular inventory of yourself to learn how and where you are spending your time and money. The secret of getting things done is: DO IT NOW! Time is too precious to be wasted on arguments and discontent. Some mistakes are able to be corrected, except the mistake of wasting time. When time is gone, it is gone forever.
17. Cosmic Habit Force
Use of Cosmic Habitforce. It takes a habit to replace a habit. All of your successes and failures are results of habits you have formed. The orderliness of the world of natural laws gives evidence that they are under control of a universal plan. For every result there is a cause, and results are brought about through the use of cosmic habitforce. First you create a habit, then it creates you.

This blog discusses industry tech things but also sales, marketing, specification, hiring and dare I say "personal development". That is not to say that I'm the one to really develop anyone however on average I read about 20 books a year on a wide variety of topics. From Friedrich Nietzshe and Jordan Peterson to Robert Herjavec from Shark Tank.

From all the reading, I sometimes develop my own ideas or analogies which I think may help others. Some may be common sense but just put in a way to firm up the context to make the info more useful.  

For this blog I'd like to discuss how to become humble by the 400 year observation of yourself. I'll explain below but before I start let me me mention why its important to be humble. Put simply, if you are humble and know your own weaknesses, only then will you be able to grow and take in new information. So to truly be wise, a person must not only obtain knowledge and life experience but they must understand their limitations.
 
 Imagine, if you will, you were able to travel back in time 400 years and found yourself living in those times. Imagine the old things you'd think or superstitions you'd hold. We are a product of our environment and influenced from a baby by our parents, friends, tv, school, and society as a whole. This means that you most likely would not have the same mind had you been borne 400 years ago. What would you tell the 400 year old you? Would you laugh at yourself or somehow view yourself as inferior with delusions and superstitions? Certainly the 400 old self that was subject to living in those times would not only be different but wouldn't they also be closed minded on some topics or possibly think you were odd or too advanced in ways that may not assimilate to that time period? But on many topics, the 400 year old you would be wrong. The old you's inability to see the future or the advancements would mean that its simply beyond their knowledge.


Now imagine you could go forward in time 400 years. What would you experience with the 400 future you? Would you be 200 years old? Would you have a mix of AI such as a robotic arm or memory interface? Who knows. But... Would the future you tell you things to blow your mind and also point out ways that you were wrong? Could it be some ideas that you posses now are simply wrong? You cannot see it because in the context of your position, the shared view of how you interpret your religion may simply be different. If you argue that these are static and do not change I'd refer you to look at the 400 year old you and argue differently.

What is it that I'm trying to say??
Its simple, I have ideas on things but maybe I'm wrong and maybe you are right. I don't mean on things such as what day it is and I need not give a specific instance. But if... you open your mind to others and listen and try to learn from everyone you meet and give respect to others even if you disagree you'll find harmony and happiness in doing so. It doesn't mean to blindly follow others or even to be a flake. It just means that keeping an open mind while holding your own opinions is not only nice... its wise.

The next point to the above is the idea of context. As humans we think in boxes. What that means is that when someone is talking we filter out everything they are saying with the context of our own understanding and put relevance to that topic into a particular box. When two people are debating a topic it is very frequent that from the context that they are both talking they are both correct. We are conditioned as humans to not be able to understand two truths that conflict. So our brains simply shut off all the data that the other person is delivering because it doesn't fit into our box or into our context. If one person is arguing a point as it pertains to say "the local level" and its benefit and another person is arguing a point that pertains to "a societal level" and the argument is based upon whose point is correct they could argue at length. Have you ever watched two people go back and forth over a topic and never agree?

The real key is to not speak with the sole intention of telling someone anything but to use your words to first understand. Asking questions such as "so what you're saying is" and repeating their words to give them a chance to correct you. If you do enough digging you'll be sure to understand them fully. Once you fully understand and agree with what they are saying then you can start to explain how you think and why. If the person is resistant you can ask them "Explain what it is that you think I am saying". If the person cannot repeat back to you what you are saying then you may be able to get them on the same page by explaining "Although I understand you do not agree with me, I only want you to know what I was saying". If the person refuses to leave their box and discuss in a civil and respectful way then just remember the old verse: "Give not that which is holy unto the dogs, neither cast ye your pearls before swine, lest they trample them under their feet, and turn again and rend you.

I hope that you have found this post useful and if so please leave me a comment below. Humbly yours.... Mark 

Feeling humble yet? Below are a list of biases that humans possess. Mind blowing...
Name
Description

Ambiguity effect
The tendency to avoid options for which missing information makes the probability seem "unknown".

Anchoring or focalism
The tendency to rely too heavily, or "anchor", on one trait or piece of information when making decisions (usually the first piece of information acquired on that subject)

Anthropocentric thinking
The tendency to use human analogies as a basis for reasoning about other, less familiar, biological phenomena.

Anthropomorphism or personification
The tendency to characterize animals, objects, and abstract concepts as possessing human-like traits, emotions, and intentions.

Attentional bias
The tendency of our perception to be affected by our recurring thoughts.

Automation bias
The tendency to depend excessively on automated systems which can lead to erroneous automated information overriding correct decisions.

Availability heuristic
The tendency to overestimate the likelihood of events with greater "availability" in memory, which can be influenced by how recent the memories are or how unusual or emotionally charged they may be.

Availability cascade
A self-reinforcing process in which a collective belief gains more and more plausibility through its increasing repetition in public discourse (or "repeat something long enough and it will become true").

Backfire effect
The reaction to disconfirming evidence by strengthening one's previous beliefs.cf. Continued influence effect.

Bandwagon effect
The tendency to do (or believe) things because many other people do (or believe) the same. Related to groupthink and herd behavior.

Base rate fallacy or Base rate neglect
The tendency to ignore base rate information (generic, general information) and focus on specific information (information only pertaining to a certain case).

Belief bias
An effect where someone's evaluation of the logical strength of an argument is biased by the believability of the conclusion.

Ben Franklin effect
A person who has performed a favor for someone is more likely to do another favor for that person than they would be if they had received a favor from that person.

Berkson's paradox
The tendency to misinterpret statistical experiments involving conditional probabilities.

Bias blind spot
The tendency to see oneself as less biased than other people, or to be able to identify more cognitive biases in others than in oneself.

Cheerleader effect
The tendency for people to appear more attractive in a group than in isolation.

Choice-supportive bias
The tendency to remember one's choices as better than they actually were.

Clustering illusion
The tendency to overestimate the importance of small runs, streaks, or clusters in large samples of random data (that is, seeing phantom patterns).

Confirmation bias
The tendency to search for, interpret, focus on and remember information in a way that confirms one's preconceptions.

Congruence bias
The tendency to test hypotheses exclusively through direct testing, instead of testing possible alternative hypotheses.

Conjunction fallacy
The tendency to assume that specific conditions are more probable than general ones.

Conservatism (belief revision)
The tendency to revise one's belief insufficiently when presented with new evidence.

Continued influence effect
The tendency to believe previously learned misinformation even after it has been corrected. Misinformation can still influence inferences one generates after a correction has occurred. cf. Backfire effect

Contrast effect
The enhancement or reduction of a certain stimulus' perception when compared with a recently observed, contrasting object.

Courtesy bias
The tendency to give an opinion that is more socially correct than one's true opinion, so as to avoid offending anyone.

Curse of knowledge
When better-informed people find it extremely difficult to think about problems from the perspective of lesser-informed people.

Declinism
The belief that a society or institution is tending towards decline. Particularly, it is the predisposition to view the past favourably (rosy retrospection) and future negatively.

Decoy effect
Preferences for either option A or B change in favor of option B when option C is presented, which is similar to option B but in no way better.

Denomination effect
The tendency to spend more money when it is denominated in small amounts (e.g., coins) rather than large amounts (e.g., bills).

Disposition effect
The tendency to sell an asset that has accumulated in value and resist selling an asset that has declined in value.

Distinction bias
The tendency to view two options as more dissimilar when evaluating them simultaneously than when evaluating them separately.

Dunning–Kruger effect
The tendency for unskilled individuals to overestimate their own ability and the tendency for experts to underestimate their own ability.

Duration neglect
The neglect of the duration of an episode in determining its value

Empathy gap
The tendency to underestimate the influence or strength of feelings, in either oneself or others.

Endowment effect
The tendency for people to demand much more to give up an object than they would be willing to pay to acquire it.

Exaggerated expectation
Based on the estimates, real-world evidence turns out to be less extreme than our expectations (conditionally inverse of the conservatism bias).

Experimenter's or expectation bias
The tendency for experimenters to believe, certify, and publish data that agree with their expectations for the outcome of an experiment, and to disbelieve, discard, or downgrade the corresponding weightings for data that appear to conflict with those expectations.

Focusing effect
The tendency to place too much importance on one aspect of an event.

Forer effect or Barnum effect
The observation that individuals will give high accuracy ratings to descriptions of their personality that supposedly are tailored specifically for them, but are in fact vague and general enough to apply to a wide range of people. This effect can provide a partial explanation for the widespread acceptance of some beliefs and practices, such as astrology, fortune telling, graphology, and some types of personality tests.

Framing effect
Drawing different conclusions from the same information, depending on how that information is presented

Frequency illusion
The illusion in which a word, a name, or other thing that has recently come to one's attention suddenly seems to appear with improbable frequency shortly afterwards (not to be confused with the recency illusion or selection bias). This illusion may explain some examples of the Baader-Meinhof phenomenon, when someone repeatedly notices a newly learned word or phrase shortly after learning it.

Functional fixedness
Limits a person to using an object only in the way it is traditionally used.

Gambler's fallacy
The tendency to think that future probabilities are altered by past events, when in reality they are unchanged. The fallacy arises from an erroneous conceptualization of the law of large numbers. For example, "I've flipped heads with this coin five times consecutively, so the chance of tails coming out on the sixth flip is much greater than heads."

Hard–easy effect
Based on a specific level of task difficulty, the confidence in judgments is too conservative and not extreme enough

Hindsight bias
Sometimes called the "I-knew-it-all-along" effect, the tendency to see past events as being predictable[48] at the time those events happened.

Hostile attribution bias
The "hostile attribution bias" is the tendency to interpret others' behaviors as having hostile intent, even when the behavior is ambiguous or benign.

Hot-hand fallacy
The "hot-hand fallacy" (also known as the "hot hand phenomenon" or "hot hand") is the fallacious belief that a person who has experienced success with a random event has a greater chance of further success in additional attempts.

Hyperbolic discounting
Discounting is the tendency for people to have a stronger preference for more immediate payoffs relative to later payoffs. Hyperbolic discounting leads to choices that are inconsistent over time – people make choices today that their future selves would prefer not to have made, despite using the same reasoning.Also known as current moment bias, present-bias, and related to Dynamic inconsistency.

Identifiable victim effect
The tendency to respond more strongly to a single identified person at risk than to a large group of people at risk.

Illusion of control
The tendency to overestimate one's degree of influence over other external events.

Illusion of validity
Belief that our judgments are accurate, especially when available information is consistent or inter-correlated.

Illusory correlation
Inaccurately perceiving a relationship between two unrelated events.

Illusory truth effect
A tendency to believe that a statement is true if it is easier to process, or if it has been stated multiple times, regardless of its actual veracity. These are specific cases of truthiness.

Impact bias
The tendency to overestimate the length or the intensity of the impact of future feeling states.

Information bias
The tendency to seek information even when it cannot affect action.

Insensitivity to sample size
The tendency to under-expect variation in small samples.

Irrational escalation
The phenomenon where people justify increased investment in a decision, based on the cumulative prior investment, despite new evidence suggesting that the decision was probably wrong. Also known as the sunk cost fallacy.

Law of the instrument
An over-reliance on a familiar tool or methods, ignoring or under-valuing alternative approaches. "If all you have is a hammer, everything looks like a nail."

Less-is-better effect
The tendency to prefer a smaller set to a larger set judged separately, but not jointly.

Look-elsewhere effect
An apparently statistically significant observation may have actually arisen by chance because of the size of the parameter space to be searched.

Loss aversion
The disutility of giving up an object is greater than the utility associated with acquiring it. (see also Sunk cost effects and endowment effect).

Mere exposure effect
The tendency to express undue liking for things merely because of familiarity with them.

Money illusion
The tendency to concentrate on the nominal value (face value) of money rather than its value in terms of purchasing power.

Moral credential effect
The tendency of a track record of non-prejudice to increase subsequent prejudice.

Negativity bias or Negativity effect
Psychological phenomenon by which humans have a greater recall of unpleasant memories compared with positive memories. (see also actor-observer bias, group attribution error, positivity effect, and negativity effect).

Neglect of probability
The tendency to completely disregard probability when making a decision under uncertainty.

Normalcy bias
The refusal to plan for, or react to, a disaster which has never happened before.

Observer-expectancy effect
When a researcher expects a given result and therefore unconsciously manipulates an experiment or misinterprets data in order to find it (see also subject-expectancy effect).

Omission bias
The tendency to judge harmful actions as worse, or less moral, than equally harmful omissions (inactions).

Optimism bias
The tendency to be over-optimistic, overestimating favorable and pleasing outcomes (see also wishful thinking, valence effect, positive outcome bias).

Ostrich effect
Ignoring an obvious (negative) situation.

Outcome bias
The tendency to judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made.

Overconfidence effect
Excessive confidence in one's own answers to questions. For example, for certain types of questions, answers that people rate as "99% certain" turn out to be wrong 40% of the time.

Pareidolia
A vague and random stimulus (often an image or sound) is perceived as significant, e.g., seeing images of animals or faces in clouds, the man in the moon, and hearing non-existent hidden messages on records played in reverse.

Pessimism bias
The tendency for some people, especially those suffering from depression, to overestimate the likelihood of negative things happening to them.

Planning fallacy
The tendency to underestimate task-completion times.

Post-purchase rationalization
The tendency to persuade oneself through rational argument that a purchase was good value.

Pro-innovation bias
The tendency to have an excessive optimism towards an invention or innovation's usefulness throughout society, while often failing to identify its limitations and weaknesses.

Projection bias
The tendency to overestimate how much our future selves share one's current preferences, thoughts and values, thus leading to sub-optimal choices.

Pseudocertainty effect
The tendency to make risk-averse choices if the expected outcome is positive, but make risk-seeking choices to avoid negative outcomes.

Reactance
The urge to do the opposite of what someone wants you to do out of a need to resist a perceived attempt to constrain your freedom of choice (see also Reverse psychology).

Reactive devaluation
Devaluing proposals only because they purportedly originated with an adversary.

Recency illusion
The illusion that a word or language usage is a recent innovation when it is in fact long-established (see also frequency illusion).

Regressive bias
A certain state of mind wherein high values and high likelihoods are overestimated while low values and low likelihoods are underestimated.

Restraint bias
The tendency to overestimate one's ability to show restraint in the face of temptation.

Rhyme as reason effect
Rhyming statements are perceived as more truthful. A famous example being used in the O.J Simpson trial with the defense's use of the phrase "If the gloves don't fit, then you must acquit."

Risk compensation / Peltzman effect
The tendency to take greater risks when perceived safety increases.

Selective perception
The tendency for expectations to affect perception.

Semmelweis reflex
The tendency to reject new evidence that contradicts a paradigm.

Sexual overperception bias / sexual underperception bias
The tendency to over-/underestimate sexual interest of another person in oneself.

Social comparison bias
The tendency, when making decisions, to favour potential candidates who don't compete with one's own particular strengths.

Social desirability bias
The tendency to over-report socially desirable characteristics or behaviours in oneself and under-report socially undesirable characteristics or behaviours.

Status quo bias
The tendency to like things to stay relatively the same (see also loss aversion, endowment effect, and system justification).

Stereotyping
Expecting a member of a group to have certain characteristics without having actual information about that individual.

Subadditivity effect
The tendency to judge probability of the whole to be less than the probabilities of the parts.

Subjective validation
Perception that something is true if a subject's belief demands it to be true. Also assigns perceived connections between coincidences.

Surrogation
Losing sight of the strategic construct that a measure is intended to represent, and subsequently acting as though the measure is the construct of interest.

Survivorship bias
Concentrating on the people or things that "survived" some process and inadvertently overlooking those that didn't because of their lack of visibility.

Time-saving bias
Underestimations of the time that could be saved (or lost) when increasing (or decreasing) from a relatively low speed and overestimations of the time that could be saved (or lost) when increasing (or decreasing) from a relatively high speed.

Third-person effect
Belief that mass communicated media messages have a greater effect on others than on themselves.

Triviality / Parkinson's Law of
The tendency to give disproportionate weight to trivial issues. Also known as bikeshedding, this bias explains why an organization may avoid specialized or complex subjects, such as the design of a nuclear reactor, and instead focus on something easy to grasp or rewarding to the average participant, such as the design of an adjacent bike shed.

Unit bias
The tendency to want to finish a given unit of a task or an item. Strong effects on the consumption of food in particular.

Weber–Fechner law
Difficulty in comparing small differences in large quantities.

Well travelled road effect
Underestimation of the duration taken to traverse oft-traveled routes and overestimation of the duration taken to traverse less familiar routes.

"Women are wonderful" effect
A tendency to associate more positive attributes with women than with men.

Zero-risk bias
Preference for reducing a small risk to zero over a greater reduction in a larger risk.

Zero-sum bias
A bias whereby a situation is incorrectly perceived to be like a zero-sum game (i.e., one person gains at the expense of another).

 
This blog discusses industry tech things but also sales, marketing, specification, hiring and dare I say "personal development". That is not to say that I'm the one to really develop anyone however on average I read about 20 books a year on a wide variety of topics. From Friedrich Nietzshe and Jordan Peterson to Robert Herjavec from Shark Tank.

 


From all the reading, I sometimes develop my own ideas or analogies which I think may help others. Some may be common sense but just put in a way to firm up the context to make the info more useful.


For this blog I'd like to discuss how to become humble by the 400 year observation of yourself. I'll explain below but before I start let me me mention why its important to be humble. Put simply, if you are humble and know your own weaknesses, only then will you be able to grow and take in new information. So to truly be wise, a person must not only obtain knowledge and life experience but they must understand their limitations.
 
 Imagine, if you will, you were able to travel back in time 400 years and found yourself living in those times. Imagine the old things you'd think or superstitions you'd hold. We are a product of our environment and influenced from a baby by our parents, friends, tv, school, and society as a whole. This means that you most likely would not have the same mind had you been borne 400 years ago. What would you tell the 400 year old you? Would you laugh at yourself or somehow view yourself as inferior with delusions and superstitions? Certainly the 400 old self that was subject to living in those times would not only be different but wouldn't they also be closed minded on some topics or possibly think you were odd or too advanced in ways that may not assimilate to that time period? But on many topics, the 400 year old you would be wrong. The old you's inability to see the future or the advancements would mean that its simply beyond their knowledge.


Now imagine you could go forward in time 400 years. What would you experience with the 400 future you? Would you be 200 years old? Would you have a mix of AI such as a robotic arm or memory interface? Who knows. But... Would the future you tell you things to blow your mind and also point out ways that you were wrong? Could it be some ideas that you posses now are simply wrong? You cannot see it because in the context of your position, the shared view of how you interpret your religion may simply be different. If you argue that these are static and do not change I'd refer you to look at the 400 year old you and argue differently.

What is it that I'm trying to say??
Its simple, I have ideas on things but maybe I'm wrong and maybe you are right. I don't mean on things such as what day it is and I need not give a specific instance. But if... you open your mind to others and listen and try to learn from everyone you meet and give respect to others even if you disagree you'll find harmony and happiness in doing so. It doesn't mean to blindly follow others or even to be a flake. It just means that keeping an open mind while holding your own opinions is not only nice... its wise.

The next point to the above is the idea of context. As humans we think in boxes. What that means is that when someone is talking we filter out everything they are saying with the context of our own understanding and put relevance to that topic into a particular box. When two people are debating a topic it is very frequent that from the context that they are both talking they are both correct. We are conditioned as humans to not be able to understand two truths that conflict. So our brains simply shut off all the data that the other person is delivering because it doesn't fit into our box or into our context. If one person is arguing a point as it pertains to say "the local level" and its benefit and another person is arguing a point that pertains to "a societal level" and the argument is based upon whose point is correct they could argue at length. Have you ever watched two people go back and forth over a topic and never agree?

The real key is to not speak with the sole intention of telling someone anything but to use your words to first understand. Asking questions such as "so what you're saying is" and repeating their words to give them a chance to correct you. If you do enough digging you'll be sure to understand them fully. Once you fully understand and agree with what they are saying then you can start to explain how you think and why. If the person is resistant you can ask them "Explain what it is that you think I am saying". If the person cannot repeat back to you what you are saying then you may be able to get them on the same page by explaining "Although I understand you do not agree with me, I only want you to know what I was saying". If the person refuses to leave their box and discuss in a civil and respectful way then just remember the old verse: "Give not that which is holy unto the dogs, neither cast ye your pearls before swine, lest they trample them under their feet, and turn again and rend you.

I hope that you have found this post useful and if so please leave me a comment below. Humbly yours.... Mark 

Feeling humble yet? Below are a list of biases that humans possess. Mind blowing...
Name
Description

Ambiguity effect
The tendency to avoid options for which missing information makes the probability seem "unknown".

Anchoring or focalism
The tendency to rely too heavily, or "anchor", on one trait or piece of information when making decisions (usually the first piece of information acquired on that subject)

Anthropocentric thinking
The tendency to use human analogies as a basis for reasoning about other, less familiar, biological phenomena.

Anthropomorphism or personification
The tendency to characterize animals, objects, and abstract concepts as possessing human-like traits, emotions, and intentions.

Attentional bias
The tendency of our perception to be affected by our recurring thoughts.

Automation bias
The tendency to depend excessively on automated systems which can lead to erroneous automated information overriding correct decisions.

Availability heuristic
The tendency to overestimate the likelihood of events with greater "availability" in memory, which can be influenced by how recent the memories are or how unusual or emotionally charged they may be.

Availability cascade
A self-reinforcing process in which a collective belief gains more and more plausibility through its increasing repetition in public discourse (or "repeat something long enough and it will become true").

Backfire effect
The reaction to disconfirming evidence by strengthening one's previous beliefs.cf. Continued influence effect.

Bandwagon effect
The tendency to do (or believe) things because many other people do (or believe) the same. Related to groupthink and herd behavior.

Base rate fallacy or Base rate neglect
The tendency to ignore base rate information (generic, general information) and focus on specific information (information only pertaining to a certain case).

Belief bias
An effect where someone's evaluation of the logical strength of an argument is biased by the believability of the conclusion.

Ben Franklin effect
A person who has performed a favor for someone is more likely to do another favor for that person than they would be if they had received a favor from that person.

Berkson's paradox
The tendency to misinterpret statistical experiments involving conditional probabilities.

Bias blind spot
The tendency to see oneself as less biased than other people, or to be able to identify more cognitive biases in others than in oneself.

Cheerleader effect
The tendency for people to appear more attractive in a group than in isolation.

Choice-supportive bias
The tendency to remember one's choices as better than they actually were.

Clustering illusion
The tendency to overestimate the importance of small runs, streaks, or clusters in large samples of random data (that is, seeing phantom patterns).

Confirmation bias
The tendency to search for, interpret, focus on and remember information in a way that confirms one's preconceptions.

Congruence bias
The tendency to test hypotheses exclusively through direct testing, instead of testing possible alternative hypotheses.

Conjunction fallacy
The tendency to assume that specific conditions are more probable than general ones.

Conservatism (belief revision)
The tendency to revise one's belief insufficiently when presented with new evidence.

Continued influence effect
The tendency to believe previously learned misinformation even after it has been corrected. Misinformation can still influence inferences one generates after a correction has occurred. cf. Backfire effect

Contrast effect
The enhancement or reduction of a certain stimulus' perception when compared with a recently observed, contrasting object.

Courtesy bias
The tendency to give an opinion that is more socially correct than one's true opinion, so as to avoid offending anyone.

Curse of knowledge
When better-informed people find it extremely difficult to think about problems from the perspective of lesser-informed people.

Declinism
The belief that a society or institution is tending towards decline. Particularly, it is the predisposition to view the past favourably (rosy retrospection) and future negatively.

Decoy effect
Preferences for either option A or B change in favor of option B when option C is presented, which is similar to option B but in no way better.

Denomination effect
The tendency to spend more money when it is denominated in small amounts (e.g., coins) rather than large amounts (e.g., bills).

Disposition effect
The tendency to sell an asset that has accumulated in value and resist selling an asset that has declined in value.

Distinction bias
The tendency to view two options as more dissimilar when evaluating them simultaneously than when evaluating them separately.

Dunning–Kruger effect
The tendency for unskilled individuals to overestimate their own ability and the tendency for experts to underestimate their own ability.

Duration neglect
The neglect of the duration of an episode in determining its value

Empathy gap
The tendency to underestimate the influence or strength of feelings, in either oneself or others.

Endowment effect
The tendency for people to demand much more to give up an object than they would be willing to pay to acquire it.

Exaggerated expectation
Based on the estimates, real-world evidence turns out to be less extreme than our expectations (conditionally inverse of the conservatism bias).

Experimenter's or expectation bias
The tendency for experimenters to believe, certify, and publish data that agree with their expectations for the outcome of an experiment, and to disbelieve, discard, or downgrade the corresponding weightings for data that appear to conflict with those expectations.

Focusing effect
The tendency to place too much importance on one aspect of an event.

Forer effect or Barnum effect
The observation that individuals will give high accuracy ratings to descriptions of their personality that supposedly are tailored specifically for them, but are in fact vague and general enough to apply to a wide range of people. This effect can provide a partial explanation for the widespread acceptance of some beliefs and practices, such as astrology, fortune telling, graphology, and some types of personality tests.

Framing effect
Drawing different conclusions from the same information, depending on how that information is presented

Frequency illusion
The illusion in which a word, a name, or other thing that has recently come to one's attention suddenly seems to appear with improbable frequency shortly afterwards (not to be confused with the recency illusion or selection bias). This illusion may explain some examples of the Baader-Meinhof phenomenon, when someone repeatedly notices a newly learned word or phrase shortly after learning it.

Functional fixedness
Limits a person to using an object only in the way it is traditionally used.

Gambler's fallacy
The tendency to think that future probabilities are altered by past events, when in reality they are unchanged. The fallacy arises from an erroneous conceptualization of the law of large numbers. For example, "I've flipped heads with this coin five times consecutively, so the chance of tails coming out on the sixth flip is much greater than heads."

Hard–easy effect
Based on a specific level of task difficulty, the confidence in judgments is too conservative and not extreme enough

Hindsight bias
Sometimes called the "I-knew-it-all-along" effect, the tendency to see past events as being predictable[48] at the time those events happened.

Hostile attribution bias
The "hostile attribution bias" is the tendency to interpret others' behaviors as having hostile intent, even when the behavior is ambiguous or benign.

Hot-hand fallacy
The "hot-hand fallacy" (also known as the "hot hand phenomenon" or "hot hand") is the fallacious belief that a person who has experienced success with a random event has a greater chance of further success in additional attempts.

Hyperbolic discounting
Discounting is the tendency for people to have a stronger preference for more immediate payoffs relative to later payoffs. Hyperbolic discounting leads to choices that are inconsistent over time – people make choices today that their future selves would prefer not to have made, despite using the same reasoning.Also known as current moment bias, present-bias, and related to Dynamic inconsistency.

Identifiable victim effect
The tendency to respond more strongly to a single identified person at risk than to a large group of people at risk.

Illusion of control
The tendency to overestimate one's degree of influence over other external events.

Illusion of validity
Belief that our judgments are accurate, especially when available information is consistent or inter-correlated.

Illusory correlation
Inaccurately perceiving a relationship between two unrelated events.

Illusory truth effect
A tendency to believe that a statement is true if it is easier to process, or if it has been stated multiple times, regardless of its actual veracity. These are specific cases of truthiness.

Impact bias
The tendency to overestimate the length or the intensity of the impact of future feeling states.

Information bias
The tendency to seek information even when it cannot affect action.

Insensitivity to sample size
The tendency to under-expect variation in small samples.

Irrational escalation
The phenomenon where people justify increased investment in a decision, based on the cumulative prior investment, despite new evidence suggesting that the decision was probably wrong. Also known as the sunk cost fallacy.

Law of the instrument
An over-reliance on a familiar tool or methods, ignoring or under-valuing alternative approaches. "If all you have is a hammer, everything looks like a nail."

Less-is-better effect
The tendency to prefer a smaller set to a larger set judged separately, but not jointly.

Look-elsewhere effect
An apparently statistically significant observation may have actually arisen by chance because of the size of the parameter space to be searched.

Loss aversion
The disutility of giving up an object is greater than the utility associated with acquiring it. (see also Sunk cost effects and endowment effect).

Mere exposure effect
The tendency to express undue liking for things merely because of familiarity with them.

Money illusion
The tendency to concentrate on the nominal value (face value) of money rather than its value in terms of purchasing power.

Moral credential effect
The tendency of a track record of non-prejudice to increase subsequent prejudice.

Negativity bias or Negativity effect
Psychological phenomenon by which humans have a greater recall of unpleasant memories compared with positive memories. (see also actor-observer bias, group attribution error, positivity effect, and negativity effect).

Neglect of probability
The tendency to completely disregard probability when making a decision under uncertainty.

Normalcy bias
The refusal to plan for, or react to, a disaster which has never happened before.

Observer-expectancy effect
When a researcher expects a given result and therefore unconsciously manipulates an experiment or misinterprets data in order to find it (see also subject-expectancy effect).

Omission bias
The tendency to judge harmful actions as worse, or less moral, than equally harmful omissions (inactions).

Optimism bias
The tendency to be over-optimistic, overestimating favorable and pleasing outcomes (see also wishful thinking, valence effect, positive outcome bias).

Ostrich effect
Ignoring an obvious (negative) situation.

Outcome bias
The tendency to judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made.

Overconfidence effect
Excessive confidence in one's own answers to questions. For example, for certain types of questions, answers that people rate as "99% certain" turn out to be wrong 40% of the time.

Pareidolia
A vague and random stimulus (often an image or sound) is perceived as significant, e.g., seeing images of animals or faces in clouds, the man in the moon, and hearing non-existent hidden messages on records played in reverse.

Pessimism bias
The tendency for some people, especially those suffering from depression, to overestimate the likelihood of negative things happening to them.

Planning fallacy
The tendency to underestimate task-completion times.

Post-purchase rationalization
The tendency to persuade oneself through rational argument that a purchase was good value.

Pro-innovation bias
The tendency to have an excessive optimism towards an invention or innovation's usefulness throughout society, while often failing to identify its limitations and weaknesses.

Projection bias
The tendency to overestimate how much our future selves share one's current preferences, thoughts and values, thus leading to sub-optimal choices.

Pseudocertainty effect
The tendency to make risk-averse choices if the expected outcome is positive, but make risk-seeking choices to avoid negative outcomes.

Reactance
The urge to do the opposite of what someone wants you to do out of a need to resist a perceived attempt to constrain your freedom of choice (see also Reverse psychology).

Reactive devaluation
Devaluing proposals only because they purportedly originated with an adversary.

Recency illusion
The illusion that a word or language usage is a recent innovation when it is in fact long-established (see also frequency illusion).

Regressive bias
A certain state of mind wherein high values and high likelihoods are overestimated while low values and low likelihoods are underestimated.

Restraint bias
The tendency to overestimate one's ability to show restraint in the face of temptation.

Rhyme as reason effect
Rhyming statements are perceived as more truthful. A famous example being used in the O.J Simpson trial with the defense's use of the phrase "If the gloves don't fit, then you must acquit."

Risk compensation / Peltzman effect
The tendency to take greater risks when perceived safety increases.

Selective perception
The tendency for expectations to affect perception.

Semmelweis reflex
The tendency to reject new evidence that contradicts a paradigm.

Sexual overperception bias / sexual underperception bias
The tendency to over-/underestimate sexual interest of another person in oneself.

Social comparison bias
The tendency, when making decisions, to favour potential candidates who don't compete with one's own particular strengths.

Social desirability bias
The tendency to over-report socially desirable characteristics or behaviours in oneself and under-report socially undesirable characteristics or behaviours.

Status quo bias
The tendency to like things to stay relatively the same (see also loss aversion, endowment effect, and system justification).

Stereotyping
Expecting a member of a group to have certain characteristics without having actual information about that individual.

Subadditivity effect
The tendency to judge probability of the whole to be less than the probabilities of the parts.

Subjective validation
Perception that something is true if a subject's belief demands it to be true. Also assigns perceived connections between coincidences.

Surrogation
Losing sight of the strategic construct that a measure is intended to represent, and subsequently acting as though the measure is the construct of interest.

Survivorship bias
Concentrating on the people or things that "survived" some process and inadvertently overlooking those that didn't because of their lack of visibility.

Time-saving bias
Underestimations of the time that could be saved (or lost) when increasing (or decreasing) from a relatively low speed and overestimations of the time that could be saved (or lost) when increasing (or decreasing) from a relatively high speed.

Third-person effect
Belief that mass communicated media messages have a greater effect on others than on themselves.

Triviality / Parkinson's Law of
The tendency to give disproportionate weight to trivial issues. Also known as bikeshedding, this bias explains why an organization may avoid specialized or complex subjects, such as the design of a nuclear reactor, and instead focus on something easy to grasp or rewarding to the average participant, such as the design of an adjacent bike shed.

Unit bias
The tendency to want to finish a given unit of a task or an item. Strong effects on the consumption of food in particular.

Weber–Fechner law
Difficulty in comparing small differences in large quantities.

Well travelled road effect
Underestimation of the duration taken to traverse oft-traveled routes and overestimation of the duration taken to traverse less familiar routes.

"Women are wonderful" effect
A tendency to associate more positive attributes with women than with men.

Zero-risk bias
Preference for reducing a small risk to zero over a greater reduction in a larger risk.

Zero-sum bias
A bias whereby a situation is incorrectly perceived to be like a zero-sum game (i.e., one person gains at the expense of another).

?This blog will discuss Kerokan, Cupping and Eagle Claw Rejuvenation.

What a business can learn from an Eagle
In a previous article: "What a business can learn from an Octopus", I spoke about the intelligence of the Octopus and drew comparisons between the Octopus and niche manufacturers in North America.  I gave specific intelligent tactics that the Octopus use for survival and then compared that to tacts that a manufacturer could use in positioning their product or services.

Living here in Florida, its not uncommon to see a Sandhill Crane or a long legged Heron walk around as they hunt for worms or geckos. If you live near large trees or the water it is also normal to hear the squawk of a Hawk. But seeing a Bald Eagle is always a bit more rare. I think most people stop with awe when they see this beautiful bird glide through the air. Aside from being our National Bird, its simply a remarkable animal. But what tactics do the Bald Eagle use for their survival and how can we draw comparisons that can be learned in business?

BE AN EAGLE 
RARE:
So we know that Eagles are rare and that its a federal crime to kill a Bald or Golden Eagle. Felony convictions face a maximum of $250,000 and misdemeanor convictions can face up to a $5,000 fine. In business, being unique and serving a specific niche is key to most small businesses's survival. If you are a custom manufacturer of components (for example) is it your lead time, your profiles or what specifically make you rare in your segment? Its important to be as rare as possibly but remember that if you are too rare that extinction could be a prediction. A little competition actually creates more overall awareness for a given product segment. And its the hard times that build the Eagle's character.  Its important to serve an industry where you know you're the Eagle rather than the pigeon or even worse a buzzard. A pigeon pecks at the ground for scraps, a buzzard feeds on the dead. Be an Eagle.

FEARLESS:
Eagles have amazing hunting strategy and can be cunning. Have you ever witnessed a video of an Eagle throwing a goat off a cliff as a killing tactic?  If your business is to survive and flourish you must have the courage to be different, to focus on creating value for your clients in every way you can. If you are a sales person you have to accept rejection and understand that  you will often get a "no" or face rejection. But what we all do is not life or death, so fear of rejection is silly albeit natural. When Eagles mate they lock talons and copulate while falling to the ground. Its called the spiral of death however, its shows that they love how they live, without fear. Even how Eagles learn to fly is done with a specific flare.  Momma Eagles gather an Eaglet on their back and soar high. When they glide to ground they do so gradually and gently so that the Eaglet gets the feeling for their wings as they drop to the ground.  Eaglets can be a metaphor for new hires, new ideas or new products. Its important to soar high but be there to catch your eaglets to make sure they don't fall to the ground and die. But flying is a must for growth and ultimate survival so if an Eaglet refuses to fly, the Eagle rips apart the nest and nudges them off the cliff.  The Eagle knows when the time is right and so should you. You must know when to launch your Eaglets when YOU feel the time is right no matter how much they cling to the nest. Remember, you've already let your Eaglets get a "feel" for their wings, you've already fed them, nurtured them and when its time for the world, rip apart the nest and nudge them off the cliff if they refuse to fly. And since Eaglets are born and bred to fly. Feel the pride when they soar.

AMAZING VISION
Eagles pick the highest spot in a terrain and the keep a sharp eye out for their prey. They can spot prey the size of a rabbit from 2 miles away !  But as a human, its not eye site ,  mental vision is our key. To have mental vision, we must see far into the future of to predict the needs of our clients. We must develop the vision to see what colors will become the new market standards and see the way to developing the business for the market rather than scavenging for the business created by others. Although its impossible to always be the originator of every idea, if you make your business solely on the copying of others by duplicating other's designs , profiles or work you are modeling your business on a different animal (such as the pigeon or the vulture) rather than the Eagle. Its not impossible to create a business solely by copying others however eventually if your competitors find a way to protect their work you may find yourself unable to adapt to becoming an original when you've spent so much time bottom feeding. In other words, you could become extinct.Remember that pigeons peck and fuss about and vultures bottom feed. Eagles soar to new heights and find new prey. Eagles are game changers and pay no mind to pigeons. If your business is always nipping at the competition by price, you may want to ask yourself  why you do not believe your product or service is worth the market price and try to find how you can improve upon your quality, service or value proposition.

HIGH FLYERS
When a storm comes, Eagles use the air current by flying directly towards the storm and the wind lifts them like a rocket as they fly up above the clouds.  In business, downturns can happen, markets change, new competition arises. Instead of giving up, laying low or seeking shelter, why not face the challenge like the Eagle. Instead of hunkering down, fly up to get a 10,000 foot view and look for new opportunities that only an Eagle could see by climbing to that height. The office industry is an example of this. Many office furniture producers became Healthcare furniture producers as the office industry became more competitive in past years. When the storm settled and other Office furniture manufacturers came out from their shelters they noticed that the companies that were thriving the most were the ones that diversified in an intelligent way. These diversified companies are now strong in Office and Health Care.

ENDURE
At about the age of 30, Eagle's bodies begin to deteriorate due to their age.  It has been reported that some Eagles do something completely amazing when they get 30 years old, they retreat to a mountain top and over a 5 month period they rebuild. The eagle knocks its beak on the rocks, plucks out their talons and then all their feathers. When they emerge they are revitalized and can life up to another 30 plus years. Think humans can't do this? I'll never forget back in the 90s when I was visiting Indonesia. I witnessed an Indonesian woman become ill and her friend took her into a room and raked a coin down her back till it was covered in welts. When they emerged from the room, her back was completely red and you could see the raised skin. Although years prior, I lived in Malaysia for nearly a year my Malay / Indonesian was very limited but I do believe they used a word similar to "Kerokan" to describe the technique they were doing with the coin. I deduced that this simply created shock on the largest surface area organ of the body "the skin". And the back is the best place for this technique. Although I had never heard of this before, my mind is always open to learning from others and I could only reason that the damage done to the back is a way to hyper stimulate the immune system into hyper drive. Whether its a technique similar to acupuncture or whether its a placebo, the body's ability to heal itself is unquestioned.

So in reality, humans have the power of an eagle. But alas, Western society has taught us to drug up, take antibiotics and after all, aren't we supposed to live the life of a pigeon and not the Eagle? But we can be Eagles !