What’s going on here? Why don’t facts change our minds? And why would7

So how do you best protect your network against viruses, Trojan horses, and the like? We'll discuss that in tomorrow's CompTIA Network+ certification exam tutorial! Until then, keep studying!

Upgrading Your No
Over time, as you continue to improve and succeed, your strategy needs to change.

The opportunity cost of your time increases as you become more successful. At first, you just eliminate the obvious distractions and explore the rest. As your skills improve and you learn to separate what works from what doesn’t, you have to continually increase your threshold for saying yes.

You still need to say no to distractions, but you also need to learn to say no to opportunities that were previously good uses of time, so you can make space for great uses of time. It’s a good problem to have, but it can be a tough skill to master.

In other words, you have to upgrade your “no’s” over time.

Upgrading your no doesn’t mean you’ll never say yes. It just means you default to saying no and only say yes when it really makes sense. To quote the investor Brent Beshore, “Saying no is so powerful because it preserves the opportunity to say yes.”

The general trend seems to be something like this: If you can learn to say no to bad distractions, then eventually you’ll earn the right to say no to good opportunities.

How to Say No
Most of us are probably too quick to say yes and too slow to say no. It’s worth asking yourself where you fall on that spectrum.

If you have trouble saying no, you may find the following strategy proposed by Tim Harford, the British economist I mentioned earlier, to be helpful. He writes, “One trick is to ask, “If I had to do this today, would I agree to it?” It’s not a bad rule of thumb, since any future commitment, no matter how far away it might be, will eventually become an imminent problem.”

If an opportunity is exciting enough to drop whatever you’re doing right now, then it’s a yes. If it’s not, then perhaps you should think twice.

This is similar to the well-known “Hell Yeah or No” method from Derek Sivers. If someone asks you to do something and your first reaction is “Hell Yeah!”, then do it. If it doesn’t excite you, then say no.

It’s impossible to remember to ask yourself these questions each time you face a decision, but it’s still a useful exercise to revisit from time to time. Saying no can be difficult, but it is often easier than the alternative. As writer Mike Dariano has pointed out, “It’s easier to avoid commitments than get out of commitments. Saying no keeps you toward the easier end of this spectrum.”

What is true about health is also true about productivity: an ounce of prevention is worth a pound of cure.

The Power of No
More effort is wasted doing things that don’t matter than is wasted doing things inefficiently. And if that is the case, elimination is a more useful skill than optimization.

I am reminded of the famous Peter Drucker quote, “There is nothing so useless as doing efficiently that which should not be done at all.”
he economist J.K. Galbraith once wrote, “Faced with a choice between changing one’s mind and proving there is no need to do so, almost everyone gets busy with the proof.”

Leo Tolstoy was even bolder: “The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of doubt, what is laid before him.”

What’s going on here? Why don’t facts change our minds? And why would someone continue to believe a false or inaccurate idea anyway? How do such behaviors serve us?
The Logic of False Beliefs
Humans need a reasonably accurate view of the world in order to survive. If your model of reality is wildly different from the actual world, then you struggle to take effective actions each day.

However, truth and accuracy are not the only things that matter to the human mind. Humans also seem to have a deep desire to belong.
What is true about health is also true about productivity: an ounce of prevention is worth a pound of cure.

The Power of No
More effort is wasted doing things that don’t matter than is wasted doing things inefficiently. And if that is the case, elimination is a more useful skill than optimization.

I am reminded of the famous Peter Drucker quote, “There is nothing so useless as doing efficiently that which should not be done at all.”
he economist J.K. Galbraith once wrote, “Faced with a choice between changing one’s mind and proving there is no need to do so, almost everyone gets busy with the proof.”

Leo Tolstoy was even bolder: “The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of doubt, what is laid before him.”

What’s going on here? Why don’t facts change our minds? And why would someone continue to believe a false or inaccurate idea anyway? How do such behaviors serve us?

In Atomic Habits, I wrote, “Humans are herd animals. We want to fit in, to bond with others, and to earn the respect and approval of our peers. Such inclinations are essential to our survival. For most of our evolutionary history, our ancestors lived in tribes. Becoming separated from the tribe—or worse, being cast out—was a death

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