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Should I marry this person? Should I take this job? Should I buy this house? Should I move to this city? Should I go into business with this person? If you cannot decide, the answer is no. And the reason is, modern society is full of options. There are tons and tons of options. We live on a planet of seven billion people, and we are connected to everybody on the internet. There are hundreds of thousands of careers available to you. There are so many choices. ...

You almost have to read the stuff you’re reading, because you’re into it. You don’t need any other reason. There’s no mission here to accomplish. Just read because you enjoy it.

In the intellectual domain, compound interest rules. When you look at a business with one hundred users growing at a compound rate of 20 percent per month, it can very, very quickly stack up to having millions of users. Sometimes, even the founders of these companies are surprised by how large the business scales.

只有确保利益绑定，才能从根本上降低代理人问题，最大限度的保护我们自己的利益。 To me, the principal-agent problem is the single most fundamental problem in microeconomics. If you do not understand the principal-agent problem, you will not know how to navigate your way through the world. It is important if you want to build a successful company or be successful in your dealings. ...

恐惧和愤怒使得他们失去了思考的能力。他们开始变得特别擅长做些荒唐事，损害自己的利益。所以，你要学会的第一件事就是掌控这两种情绪。

借助武力手段换不来长久的胜利，败者迟早会报复回来的。这种胜利在人类历史上出现过很多次，但是它们或早或晚都会转变成深重的灾难 —— 因为通过武力得到的胜利本身就在未来埋下了一颗失败的种子，而这场失败的到来只不过是个时间问题。 ...

在分歧与冲突当中，谁能保持冷静，谁就是最强者。只有这个人能够掌控一切，而冷静是阻止矛盾激化的唯一途径。

唱反调和做评判是永远不会有效的，”智者评价道，“反之，还会加剧冲突。然而这却是每一个试图安抚别人的人下意识去做的事。

当某人拒绝我们做某事的时候，我们的第一反应是向他解释为什么他要接受我们的提议。而一旦他没有选择让步，我们就会继续解释，或者提出更多的论据。我们想通过自己的解释强迫别人接受，而对方却和我们做着同样的事。这就如同两个聋人之间进行对话：‘不是的，因为 ……’ ，‘是的，因为 ……’ ，‘不是的，因为 ……’ ，‘是的，因为 ……’ 没完没了。但其实一个简单的词就可以扭转局面 —— 为什么，一个十分简单但是威力无穷的词语。 ...

当别人拒绝你的某项提议时，你首先需要对其背后的原因表现出兴趣，态度要尽可能诚恳。你可以问‘您为什么不同意呢？’，然后认真倾听他的回答。他的回答就像一座金矿一样，包含很多值得推敲和利用的信息。这就是秘诀。 ...

避免陷入解释、威胁和人身攻击的怪圈当中。 第一步 平复自己的情绪当我们感觉内心出现了想要攻击对方的冲动时，我们需要尽力抑制住它。比如，我们可以通过故事中提到的几种方法做到这一点： · 纠正对事实的误判； · 通过深呼吸来分散注意力； · 或只需收住自己想要伸出的拳头； · 或其他任何一种可能奏效的方法。在与人交流的过程中，每当你感到内心再次燃起了这种冲动，就需要在脑海里回顾这一步。完成这一步只需要几秒钟的时间，这大概是最难完成，也是最重要的一步。如果你并没有攻击对方的冲动，那自然更好。你就可以直接进入下一步了。 ...

1 ．人们面临交替关系 2 ．某些东西的成本是为了得到它所放弃的东西 3 ．理性人考虑边际量 4 人们会对激励作出反应人们如何相互交易 5 ．贸易能使每个人状况更好 6 ．市场通常是组织经济活动的一种好方法 7 ．政府有时可以改善市场结果整个经济如何运行 8 ．一国的生活水平取决于它生产物品与劳务的能力 9 ．当政府发行厂过多货币时，物价上升 10 ．社会而临通货膨胀与失业之问的短期交替关系 ...

I never ask if “I like it” or “I don’t like it.” I think “this is what it is” or “this is what it isn’t.”

A lousy way to do memory prediction is “X happened in the past, therefore X will happen in the future.” It’s too based on specific circumstances. What you want is principles. You want mental models.

Part of making effective decisions boils down to dealing with reality. How do you make sure you’re dealing with reality when you’re making decisions?

By not having a strong sense of self or judgments or mind presence. The “monkey mind” will always respond with this regurgitated emotional response to what it thinks the world should be. Those desires will cloud your reality. This happens a lot of times when people are mixing politics and business. The number one thing clouding us from being able to see reality is we have preconceived notions of the way it should be. ...

To see the truth, you have to get your ego out of the way because your ego doesn’t want to face the truth. The smaller you can make your ego, the less conditioned you can make your reactions, the less desires you can have about the outcome you want, the easier it will be to see the reality.

The problem is their desire is colliding with reality and preventing them from seeing the truth, no matter how much you say it. The same thing happens when I make decisions. The more desire I have for something to work out a certain way, the less likely I am to see the truth. Especially in business, if something isn’t going well, I try to acknowledge it publicly and I try to acknowledge it publicly in front of my co-founders and friends and co-workers. Then, I’m not hiding it from anybody else. If I’m not hiding it from anybody, I’m not going to delude myself from what’s actually going on. ...

What you feel tells you nothing about the facts—it merely tells you something about your estimate of the facts.

Almost all biases are time-saving heuristics. For important decisions, discard memory and identity, and focus on the problem.