Pranam Compilation is quite good; but what exactly does it speak?; general attitudes of life logic approached by the cross section of the society. Adi Shankara had woven Advaitham with these discussions in his तर्कशास्त्रम् <https://www.shabdkosh.com/dictionary/sanskrit-english/%E0%A4%A4%E0%A4%B0%E0%A5%8D%E0%A4%95%E0%A4%B6%E0%A4%BE%E0%A4%B8%E0%A5%8D%E0%A4%A4%E0%A5%8D%E0%A4%B0%E0%A4%AE%E0%A5%8D/%E0%A4%A4%E0%A4%B0%E0%A5%8D%E0%A4%95%E0%A4%B6%E0%A4%BE%E0%A4%B8%E0%A5%8D%E0%A4%A4%E0%A5%8D%E0%A4%B0%E0%A4%AE%E0%A5%8D-meaning-in-english> (Tharka sastram) and निरूहः <https://www.shabdkosh.com/dictionary/sanskrit-english/%E0%A4%A8%E0%A4%BF%E0%A4%B0%E0%A5%82%E0%A4%B9%E0%A4%83/%E0%A4%A8%E0%A4%BF%E0%A4%B0%E0%A5%82%E0%A4%B9%E0%A4%83-meaning-in-english> (Niruha or niruktam). Simple every one would have read is: There is a smoke on the hill top seen from the ground; and therefore the logid goes as there is afire so the smoke; mind draws the hasty conclusion without any further verification; it is also added further, that because someone else said that, ity is bounty to be correct or erroneous; may be a fog could have caused the appearance of a smoke. But people do not bother to verify; that is Fact-Check Scarcity Principle: here. Hope I had made my point clear; iniya ulavaga ivvidam irutalinaal, why kai kavardhantru. Many theories might flabberghast the west but it is a pity that it is attracting us also. Diplomacy is our subject Artha sastra; and that sastra contains all these. KR IRS 301221
On Thu, 30 Dec 2021 at 09:25, Rangarajan T.N.C. <[email protected]> wrote: > > > > > 100 Little IdeasFeb 20, 2020 by Morgan Housel > <https://www.collaborativefund.com/blog/authors/morgan/> > > Alist of ideas, in no particular order and from different fields, that > help explain how the world works: > > Depressive Realism: Depressed people have a more accurate view of the > world because they’re more realistic about how risky and fragile life is. > The opposite of “blissfully unaware.” > > Skill Compensation: People who are exceptionally good at one thing tend > to be exceptionally poor at another. > > Curse of Knowledge: The inability to communicate your ideas because you > wrongly assume others have the necessary background to understand what > you’re talking about. > > Base Rates: The success rate of everyone who’s done what you’re about to > try. > > Base-Rate Neglect: Assuming the success rate of everyone who’s done what > you’re about to try doesn’t apply to you, caused by overestimating the > extent to which you do things differently than everyone else. > > Compassion Fade: People have more compassion for small groups of victims > than larger groups, because the smaller the group the easier it is to > identify individual victims. > > System Justification Theory: Inefficient systems will be defended and > maintained if they serve the needs of people who benefit from them – > individual incentives can sustain systemic stupidity. > > Three Men Make a Tiger: People will believe anything if enough people > tell them it’s true. It comes from a Chinese proverb that if one person > tells you there’s a tiger roaming around your neighborhood, you can assume > they’re lying. If two people tell you, you begin to wonder. If three say > it’s true, you’re convinced there’s a tiger in your neighborhood and you > panic. > > Buridan’s Ass: A thirsty donkey is placed exactly midway between two > pails of water. It dies because it can’t make a rational decision about > which one to choose. A form of decision paralysis. > > Pareto Principle: The majority of outcomes are driven by a minority of > events. > > Sturgeon’s Law: “90% of everything is crap.” The obvious inverse of the > Pareto Principle, but hard to accept in practice. > > Cumulative advantage: Social status snowballs in either direction because > people like associating with successful people, so doors are opened for > them, and avoid associating with unsuccessful people, for whom doors are > closed. > > Impostor Syndrome: Fear of being exposed as less talented than people > think you are, often because talent is owed to cumulative advantage rather > than actual effort or skill. > > Anscombe’s Quartet: Four sets of numbers that look identical on paper > (mean average, variance, correlation, etc.) but look completely different > when graphed. Describes a situation where exact calculations don’t offer a > good representation of how the world works. > > [image: Screen Shot 2020-02-20 at 10.14.45 AM-0503cf.png] > > Ringelmann Effect: Members of a group become lazier as the size of their > group increases. Based on the assumption that “someone else is probably > taking care of that.” > > Semmelweis Reflex: Automatically rejecting evidence that contradicts your > tribe’s established norms. Named after a Hungarian doctor who discovered > that patients treated by doctors who wash their hands suffer fewer > infections, but struggled to convince other doctors that his finding was > true. > > False-Consensus Effect: Overestimating how widely held your own beliefs > are, caused by the difficulty of imagining the experiences of other people. > > Boomerang Effect: Trying to persuade someone to do one thing can make > them more likely to do the opposite, because the act of persuasion can feel > like someone stealing your freedom and doing the opposite makes you feel > like you’re taking your freedom back. > > Chronological Snobbery: “The assumption that whatever has gone out of > date is on that account discredited. You must find why it went out of date. > Was it ever refuted (and if so by whom, where, and how conclusively) or did > it merely die away as fashions do? If the latter, this tells us nothing > about its truth or falsehood. From seeing this, one passes to the > realization that our own age is also ‘a period,’ and certainly has, like > all periods, its own characteristic illusions.” – C.S. Lewis > > Planck’s Principle: “A new scientific truth does not triumph by > convincing its opponents and making them see the light, but rather because > its opponents eventually die and a new generation grows up that is familiar > with it.” > > McNamara Fallacy: A belief that rational decisions can be made with > quantitative measures alone, when in fact the things you can’t measure are > often the most consequential. Named after Defense Secretary McNamara, who > tried > to quantify > <https://www.collaborativefund.com/blog/immeasurably-important/>every > aspect of the Vietnam War. > > Courtesy Bias: Giving opinions that are likely to offend people the > least, rather than what you actually believe. > > Berkson’s Paradox: Strong correlations can fall apart when combined with > a larger population. Among hospital patients, motorcycle crash victims > wearing helmets are more likely > <https://onlinelibrary.wiley.com/doi/full/10.1111/joim.12363> to be > seriously injured than those not wearing helmets. But that’s because most > crash victims saved by helmets did not need to become hospital patients, > and those without helmets are more likely to die before becoming a hospital > patient. > > Group Attribution Error: Incorrectly assuming that the views of a group > member reflect those of the whole group. > > Baader-Meinhof Phenomenon: Noticing an idea everywhere you look as soon > as it’s brought to your attention in a way that makes you overestimate its > prevalence. > > Ludic Fallacy: Falsely associated simulations with real life. Nassim > Taleb: “Organized competitive fighting trains the athlete to focus on the > game and, in order not to dissipate his concentration, to ignore the > possibility of what is not specifically allowed by the rules, such as kicks > to the groin, a surprise knife, et cetera. So those who win the gold medal > might be precisely those who will be most vulnerable in real life.” > > Normalcy Bias: Underestimating the odds of disaster because it’s > comforting to assume things will keep functioning the way they’ve always > functioned. > > Actor-Observer Asymmetry: We judge others based solely on their actions, > but when judging ourselves we have an internal dialogue that justifies our > mistakes and bad decisions. > > The 90-9-1 Rule: In social media networks, 90% of users just read > content, 9% of users contribute a little content, and 1% of users > contribute almost all the content. Gives a false impression of what ideas > are popular or “average.” > > Texas Sharpshooter Fallacy: Goals set retroactively after an activity, > like shooting a blank wall and then drawing a bullseye around the holes you > left, or picking a benchmark after you’ve invested. > > Fredkin’s Paradox: Confronted with two equally good options, you struggle > to decide, even though your decision doesn’t matter because both options > are equally good. The more equal the options, the harder the decision. > > Poisoning the Well: Presenting irrelevant adverse information about > someone in a way that makes everything else that person says seem > untrustworthy. “Before you hear my opponent’s healthcare plan, let me > remind you that he got a DUI in college.” > > Golem Effect: Performance declines when supervisors/teachers have low > expectations of your abilities. > > Appeal to Consequences: Arguing that a hypothesis must be true (or false) > because the outcome is something you like (or dislike). The classic example > is arguing that climate change isn’t real because combating climate change > will hurt the economy. > > Plain Folks Fallacy: People of authority acquiring trust by presenting > themselves as Average Joe’s, when in fact their authority proves they are > different from everyone else. > > Behavioral Inevitability: “History never repeats itself; man always > does.” – Voltaire > > Apophenia: A tendency to perceive correlations between unrelated things, > because your mind can only deal with tiny sample sizes and assuming things > are correlated creates easy/comforting explanations of how the world works. > > Self-Handicapping: Avoiding effort because you don’t want to deal with > the emotional pain of that effort failing. > > Hanlon’s Razor: “Never attribute to malice that which can be adequately > explained by stupidity.” > > False Uniqueness Effect: Assuming your skills are unique when they’re > not. Comes from conflating “I’m good at this” with “Others are bad at this.” > > Hard-Easy Effect: Hard tasks promote overconfidence because the rewards > are high and fun to dream about; easy tasks promote underconfidence because > they’re boring and easy to put off. > > Neglect of Probability: Arguing that Nate Silver was wrong when he said > Hillary Clinton has a 70% chance of winning, and using Donald Trump’s > victory as your proof. Good predictions are based on probabilities, but the > assessment of predictions are always binary, right or wrong. > > Cobra Effect: Attempting to solve a problem makes that problem worse. > Comes from an Indian story about a city infested with snakes offering a > bounty for every dead cobra, which caused entrepreneurs to start breeding > cobras for slaughter. > > Braess’s Paradox: Adding more roads can make traffic worse because new > shortcuts become popular and overcrowded. > > Non-Ergodic: When group probabilities don’t apply to singular events. If > 100 people play Russian Roulette once, the odds of dying might be, say, > 10%. But if one person plays Russian Roulette 100 times, the odds are dying > are practically 100%. > > Pollyanna Principle: It’s easier to remember happy memories than bad ones. > > Declinism: Perpetually viewing society as in decline, because you’re > afflicted by the Pollyanna Principle and you forget how much things sucked > in the past. > > Empathy Gap: Underestimating how you’ll behave when you’re “hot” > (angry/aroused/rushed), caused by the inability to accurately foresee how > your body’s physical response to situations (dopamine, adrenaline, etc.) > will influence decision-making. > > Abilene Paradox: A group decides to do something that no one in the group > wants to do because everyone mistakenly assumes they’re the only ones who > object to the idea and they don’t want to rock the boat by speaking up. > > Collective Narcissism: Exaggerating the importance and influence of your > social group (country, industry, company, department, etc.). > > Moral Luck: Praising someone for a good deed they didn’t have full > control over. “Avoid calling heroes those who had no other choice.” – Taleb. > > Feedback Loops: Falling stock prices scare people, which cause them to > sell, which makes prices fall, which scares more people, which causes more > people to sell, and so on. Works both ways. > > Hawthorne Effect: Being watched/studied changes how people behave, making > it difficult to conduct social studies that accurately reflect the real > world. > > Perfect Solution Fallacy: Comparing reality with an idealized > alternative. Prevalent in any field governed by uncertainty. > > Weasel Words: Phrases that appear to have meaning but convey nothing > tangible. “Growth was solid last quarter,” or “Many people believe.” > > Hormesis: Something that hurts you in a high dose can be good for you in > small doses. (Weight on your bones, drinking red wine, etc.) > > Backfiring Effect: A supercharged version of confirmation bias where > being presented with evidence that goes against your beliefs makes you > double down on your initial beliefs because you feel you’re being attacked. > > Reflexivity: When cause and effect are the same. People think Tesla will > sell a lot of cars, so Tesla stock goes up, which lets Tesla raise a bunch > of new capital, which helps Tesla sell a lot of cars. > > Second Half of the Chessboard: Put one grain of rice on the first > chessboard square, two on the next, four on the next, then eight, then > sixteen, etc, doubling the amount of rice on each square. When you’ve > covered half the chessboard’s squares you’re dealing with an amount of rice > that can fit in your lap; in the second half you quickly get to a pile that > will consume an entire city. That’s how compounding works: slowly, then > ferociously. > > Peter Principle: Good workers will continue to be promoted until they end > up in a role they’re bad at. > > Friendship Paradox: On average, people have fewer friends than their > friends have. Occurs because people with an abnormally high number of > friends are more likely to be one of your friends. It’s a fundamental part > of social network dynamics and makes most people feel less popular than > they are. > > Hedonic Treadmill: Expectations rise with results, so nothing feels as > good as you’d imagine for as long as you’d expect. > > Positive Illusions: Excessively rosy views about the decisions you’ve > made to maintain self-esteem in a world where everyone makes bad decisions > all the time. > > Ironic Process Theory: Going out of your way to suppress thoughts makes > those thoughts more prominent in your mind. > > Clustering Illusions: Falsely assuming that the inevitable bunching of > random results in a large sample indicates a trend. > > Foundational Species: A single thing that plays an outsized role in > supporting an ecosystem, whose loss would pull down many others with it. In > nature: kelp, algae, and coral. In business: The Federal Reserve and Amazon. > > Bizarreness Effect: Crazy things are easier to remember than common > things, providing a distorted sense of “normal.” > > Nonlinearity: Outputs aren’t always proportional to inputs, so the world > is a barrage of massive wins and horrible losses that surprise people. > > Moderating Relationship: The correlation between two variables depends on > a third, seemingly unrelated variable. The quality of a marriage may be > dependent on a spouse’s work project that’s causing stress. > > Denomination Effect: One hundred $1 bills feels like less money than one > $100 bill. Also explains stock splits – buying 10 shares for $10 each feels > cheaper than one share for $100. > > Woozle Effect: “A reliable way to make people believe in falsehoods is > frequent repetition, because familiarity is not easily distinguished from > truth.” - Daniel Kahneman. > > Google Scholar Effect: Scientific research depends on citing other > research, and the research that gets cited the most is whatever shows up in > the top results of Google Scholar searches, regardless of its contribution > to the field. > > Inversion: Avoiding problems can be more important than scoring wins. > > Gambler’s Ruin: Has many meanings, the most important of which is that > playing a negative-probability game persistently enough guarantees going > broke. > > Principle of Least Effort: When seeking information, effort declines as > soon as the minimum acceptable result is reached. > > Dunning-Kruger Effect: Knowing the limits of your intelligence requires a > certain level of intelligence, so some people are too stupid to know how > stupid they are. > > Knightian Uncertainty: Risk that can’t be measured; admitting that you > don’t know what you don’t know. > > Aumann’s Agreement Theorem: If you understand your opponent’s beliefs you > cannot agree to disagree. If you agree to disagree it’s because one side > doesn’t understand the other side’s view. > > Focusing Effect: Overemphasizing factors that seem important but exist as > part of a complex system. People from the Midwest assume Californians are > happier because the weather is better, but they’re not because Californians > also deal with traffic, bad bosses, unhappy marriages, etc, which more than > offset the happiness boost from sunny skies. > > The Middle Ground Fallacy: Falsely assuming that splitting the difference > between two polar opposite views is a healthy compromise. If one person > says vaccines cause autism and another person says they don’t, it’s not > right to compromise and say vaccines sometimes cause autism. > > Rebound Effect: New symptoms, or supercharged old symptoms, emerge when > medicine or other protections are withdrawn. > > Ostrich Effect: Avoiding negative information that might challenge views > that you desperately want to be right. > > Founder’s Syndrome: When a CEO is so emotionally invested in a company > that they can’t effectively delegate decisions. > > In-Group Favoritism: Giving preference to people from your social group > regardless of their objective qualifications. > > Bounded Rationality: People can’t be fully rational because your brain is > a hormone machine, not an Excel spreadsheet. > > Luxury Paradox: The more expensive something is the less likely you are > to use it, so the relationship between price and utility is an inverted U. > Ferraris sit in garages; Hondas get driven. > > Meat Paradox: Dogs are family, pigs are food. Some animals classified as > food are wrongly perceived to have lower intelligence than those classified > as pets. An example of morality depending on utility. > > Fluency Heuristic: Ideas that can be explained simply are more likely to > be believed than those that are complex, even if the simple-sounding ideas > are nonsense. It occurs because ideas that are easy to grasp are hard to > distinguish from ideas you’re familiar with. > > Historical Wisdom: “The dead outnumber the living 14 to 1, and we ignore > the accumulated experience of such a huge majority of mankind at our > peril.” – Niall Ferguson > > Fact-Check Scarcity Principle: This article is called 100 Little Ideas > but there are fewer than 100 ideas. 99% of readers won’t notice because > they’re not checking, and most of those who notice won’t say anything. > Don’t believe everything you read. > > Emotional Contagion: One person’s emotions trigger the same emotions in > other people, because evolution has selected for empathizing with those in > your social group whose actions you rely on. > > Tribal Affiliation: Beliefs can be swayed by identity and a desire to fit > in over rational analysis. There is little correlation between > <http://climatescience.oxfordre.com/view/10.1093/acrefore/9780190228620.001.0001/acrefore-9780190228620-e-305> > climate > change denial and scientific literacy. But there is a strong correlation > between climate change denial and political affiliation. > > Emotional Competence: The ability to recognize others’ emotions and > respond to them productively. Harder and rarer than it sounds. > > https://www.collaborativefund.com/blog/100-little-ideas/ > > -- You received this message because you are subscribed to the Google Groups "Thatha_Patty" group. To unsubscribe from this group and stop receiving emails from it, send an email to [email protected]. To view this discussion on the web visit https://groups.google.com/d/msgid/thatha_patty/CAL5XZoqYvHA%2BLtnn91zHai2_5BONQYWJhna9fXFKPz8e%3Dc%3DHfA%40mail.gmail.com.
