12 Rules for Life: An Antidote to Chaos by Jordan Peterson. Typos in rule 1:

The animals advance on each other, with increasing speed.

Delete the comma.

Its original brain just isn’t sophisticated to manage the transformation from king to bottom dog without virtually complete dissolution and regrowth.

Missing the word "enough" after "sophisticated".

Now evolution works, in large part, through variation and natural selection.

Delete "now" or put a comma after it.

The “fit” in “fitness” is therefore the matching of organismal attribute to environmental demand.

Should be plural "attributes" (or "an" organismal attribute).

When operating at the bottom, the ancient brain counter assumes that even the smallest unexpected impediment might produce an uncontrollable chain of negative events, which will have to be handled alone, as useful friends are rare indeed, on society’s fringes.

Delete the comma after "indeed".

Delete the comma after "alone". "As" is like "because" here, and see https://www.grammarly.com/blog/comma-before-because/

Most people have been subject to the deafening howling of feedback at a concert, when the sound system squeals painfully.

Delete the comma.

You will therefore continually sacrifice what you could otherwise physically store for the future, using it up on heightened readiness and the possibility of immediate panicked action in the present.

I think the text "the possibility of" should be deleted. This is redundantly talking about resources used for readiness and then, basically, readiness again (dealing with a possibility is a readiness issue). So maybe the second point should say actual panicked action rather than the possibility of it?

Gobble delivers a weekly box of meal kits that you cook yourself. I'm paying for more than just food this way (e.g. delivery, meal selection, getting them to package the right amounts of every ingredigent). why?

• food delivery is great

• when i try to do my own cooking, there are a million recipes. i don't know which are good. gobble is reliable about choosing good recipes.

• it's too much work for me to get all the ingredients (especially to cook stuff with the kinda variety and obscure ingredients that Gobble routinely uses, and which i appreciate trying)

• when i buy ingredients, i get too much of lots of them. they come in larger amounts than i need. this means instead of thinking of gobble as costing more money, a lot of the difference is actually: gobble leaves me without leftover ingredients. with regular cooking, a lot of the savings goes into extra quantities of ingredients, rather than being actual cash saved. the value of leftover ingredients to me, in practice, in my experience, is considerably less than their cash value – they reasonably often spoil and get thrown out, or i have to cook more of the same meal before i want to have it again, or i try improvising and using them in some other meal and it doesn't turn out all that great.

• the things i'm outsourcing to gobble are things i think are good to mostly outsource. i have better things to do and think about.

sign up for Gobble (their advantage over rival meal kit deliveries is they make their meals faster and easier to cook):

sign up (with this link, you get a discount and i get an account credit)

“Preventing money laundering” is another way to say our financial system puts a huge amount of effort into preventing monetary privacy.

This is widely seen as obviously good. It's not. It has some apparent upsides and downsides. It violates a major principle, so it's presumably actually bad. It being bad doesn't mean we should get rid of it overnight; we have to figure out good ways to transition our system and alternative ways to solve the genuine problems that anti-money-laundering currently addresses.

The basic underlying tensions here is: privacy is helpful to criminals. But privacy is also great for non-criminals! And I don't think a trusted central authority knowing everything about everyone is the right way to handle crime, because the government can't be trusted that much and because there needs to be market competition in order to fight crime better.

I think it'd be best to stop blaming tools of crime which are also tools of non-crime – such as money and guns – and go after criminals more directly without causing a lot of collateral damage for the rest of society.

Jordan Peterson on the Channel 4 Controversy and Philosophy of "How to be in the World" (emphasis added, and transcription may not be 100% exact):

My suggestion was, well, it’s a very complex problem, there isn’t a solution. But the solution to a very complex problem is you should be [a] better person than you are because then you’d be better at solving complex problems. And lots of them are coming your way, so bloody well get your act together. And that’s what I’ve been telling people. But it’s more than that because that’s merely burdening people with excess responsibility, let’s say, so that could be a crushing message: You’re not who you could be, you know, get your bloody act together, you’re whining away in the corner, and you’re no good to yourself and anyone else. You know, it’s harsh. But then there’s another element to that, which is: There’s way more to you than you think you are, and that you have something necessary and vital to contribute to the world, and if you don’t contribute it then things will happen that aren’t good, and that’s terrible for you and everyone else. So it’s not only that you need to do this because it’s your responsibility, but you need to understand that there isn’t anything better that you could do for yourself or anyone else. And people are dying to hear that message.

Problems are inevitable. Problems are soluble. Get better at solving problems. Get better at life. Get more powerful. Embark on the beginning of an infinite journey of rapid progress. It's rapid progress or death. There are no alternatives. Problems will keep coming – including big ones with big consequences for failure (including the extinction of humanity). Either make ongoing progress at problem solving or failure is inevitable. There is no power level which is safe forever, but at least making more progress as fast as possible is the safest thing to do, it's the only thing that can possibly work.

47:40-49:10

You’re a puppet of other motivational forces. Like this is what happens when you unite the motivational forces that guide you; unite your own nature with your own culture and rise up above it. That’s what happens, is you end up acting this out in one way or another. And you might as well know it. This was Jung’s point. You can be the unconscious actor of a malevolent, tragic drama. Or you can wake the hell up. And you can decide that you’re going to be the hero of not only your story, but of everyone’s story. And then you can choose: which of those do you want? Now the problem with choosing, let’s call it the archetypically heroic path, is that you have to take responsibility. But the upside is, well, what the hell’s the difference between responsibility and opportunity. You can say, well, there’s no difference between responsibility and opportunity, so the more responsibility you take the more opportunity you have. Now maybe you don’t want that because you’d rather cower in the corner and hide. But the thing is that you probably wouldn’t rather do that because if you try it you’ll find that there’s nothing in it but self-contempt and misery. That’s a bad pathway: to pull back and to fail to engage in the world. You end up bitter and resentful and self-destructive and vengeful and then far worse. You can develop a liking for that. I wouldn’t recommend it.

You can let your life be run by your static memes, your culture, convention, tradition, ritual, religion, biology, other people's opinions, social pressures, your parents ... or you can run your own life. The choice is yours: choose reason or be a puppet. Pursue more control over reality – rapid ongoing progress – or be controlled by forces you don't even understand, without even knowing what's going on. If you aren't taking control over your life, and learning all you can, and being as rational as you can, then you are being controlled quite thoroughly, and more than necessary, by forces beyond your understanding (especially memes – which are widely misunderstood, and to understand them you must read The Beginning of Infinity).

Reason is the only effective way to make progress and get control of your own life. Without reason, you'll do it wrong, because reason is the name for methods of thinking which are good at correcting mistakes and actually getting things right.

People say "yeah, great" to this then don't do it. Well, actually do it. Learn about reason. Study it. Write about what you're learning. Discuss it and get criticism because you're going to get things wrong, and the set of mistakes you make will not be identical to the sets of mistakes other people make. You can discuss in the comments below.

i do lots of stuff and mention it and ppl usually don’t follow along and do my cool new projects. sometimes a few ppl read or learn 1/4 of it, a bit late, and then don’t take it very far.

and they aren’t doing a stream of their own awesome projects either.

this is my overall impression.

why?

well they are overreaching. they don’t have spare capacity to jump on opportunities as stuff comes up. they are booked up too much. if they only booked 50% of their time, then they’d have time available for cool opportunities as they come up.

in the name of efficiency, ppl will schedule all of their time, and then there’s no flexibility to get anything else done, and they miss out on tons of great opportunities. and they are often in crisis mode b/c they can't even do everything on their schedule, but they made promises to do those things, and then they have to take inefficient steps to deal with the crisis.

this is a ton like in The Goal, by Eli Goldratt, where factory work stations need excess capacity. and ppl intentionally try to get rid of any idle time in the name of efficiency. (read the book if you wanna understand this post better, and also b/c it's a really great book. there's tons of relevant stuff in the book which i don't go over here. also read his book, The Choice.)

this attitude ends up chasing lots of local maxima at the expense of global ones. that’s what busy schedules do too.

in The Goal, for example, they run robots 24/7 at their manufacturing plant so the robots won't be idle. but they end up producing too much of the stuff the robots can make, which makes things worse. and they have ppl at the heat treat oven go do other tasks while it runs, but then they're late to come back and lose super valuable time starting the next oven batch, so what they're doing is actually much, much worse than having ppl just sit around and wait by the oven and never be late to get the next load started.

paradoxically, ppl have their lives so full they never get anything done. which is exactly one of the main problems in The Goal.

it’s also like poor ppl who stay poor partly b/c, lacking spare money, they can’t jump on sales or bulk discounts very well. ppl who lack spare/idle time, b/c they are so time poor, end up using their time really inefficiently exactly like poor ppl use money inefficiently.

ppl often will make some attempt to free up time for a specific purpose. they want to do X so they manage to shift some time on their schedule from something else to X. but doing that never solves the problem of being overbooked in general, let alone giving one the excess capacity to jump on good opportunities and do things with longterm benefit (in the same way having excess money in the bank lets you use your money better).

i'm not advising you sit around doing literally nothing for long periods of time. but for most ppl it's really not hard to find things to do! most ppl have plenty of stuff they want to do. if you aren't doing anything for a while, don't rush to start an activity. give yourself time to think sometimes! and if you aren't doin much thinking right now or you finish thinking, ok, then consider your priorities and pick something good to do. also place a higher value on activities with flexible scheduling that are easy to interrupt and take breaks from, and activities that offer fast returns on investment so it's fine if you quit.

that's how i organize lots of my time. i avoid scheduled obligations and longterm commitments. instead of literal idle time, i have a lot of flex time where i have some things i can do, but also it's no problem to not do them if something else comes up.

examples of flex activities including reading, writing, playing games, watching videos, listening to podcasts, and having discussions. at a moment's notice i can redirect all my time away from those things and have all day to do something else, no problem. (it doesn't have to be something else, either. if i get really into reading something, and i'm learning a ton and excited by it, then i can redirect time to that. when i want to read something, i'm usually pretty much only limited by getting tired, not by my ability to free up time for it immediately. b/c of how i run my schedule, raw time is much less of an issue for me than for most ppl, so i have gotten to put a lot of thought into some more advanced issues of managing energy/attention/focus, which are where people's bottleneck should be. there are more hours in the day than hours per day you have the energy to do good thinking, so if time is your bottleneck you're doing something wrong!)

people managing their time, attention and mental energy very badly is also why Paths Forward seems so implausible to them. so to try to save time they actually act irrationally which is very destructive, especially for supposedly truth-seeking intellectuals.

also, in the majority of cases, concretizing plans in advance is premature optimization. don't tie down what you're going to do in advance when you have less information about what's best to do. in some cases you get benefits from partially deciding early (e.g. you can buy supplies for a project in advance), but you should usually avoid it. don't concretize plans early without a very clear reason it's beneficial, and only concretize to the extent needed to get the benefit, and be wary of activities that require a lot of concrete, advance planning.

ppl often push you for concrete planning, implicitly. cuz they are overbooked on concrete plans, they never get to the less concrete plans. so you have to schedule concrete plans with them in advance or you can't do anything with them. so their lack of idle time is causing every additional thing added onto their schedule to be concretized in advance (which is worse). the busy schedule itself is preventing the best activities and only letting lesser activities get onto the schedule! the busy schedule is causing tons of premature optimization.

making the right changes is so much more important than spending tons of time making tons of changes. it's not "efficient" to spend all your time that way, that's a local maxima. you'll get more productively accomplished, in a fraction of the time, if you do the right things. this is a theme of Goldratt which fits with FI well.

if flex time loses 10% against the local maximum to retain flexibility, and you do a different much better activity once a week (use the flexibility a minority of the time), you can come out way ahead.

e.g. you might play video games that are easily interruptible. this reduces your selection of games, so you get to play a slightly less ideal game on average. some days, as a result of doing this, you come out behind – play a less ideal game with no upside on that day. however in the bigger picture you come out ahead – the days where you gain a large benefit from the flexibility more than make up for the minor downsides.

don't screw up the important stuff b/c you were too distracted optimizing minor details! this is a big deal, and is in The Goal (having ppl wait around at the bottleneck work stations, spending most of their time idle, improves production b/c those work stations are so important that it's better to wait around for hours than to be a little late from multitasking.)

you can look at this in terms of local vs. global evaluation of results, or seen and unseen (Bastiat's take on the broken window fallacy and selective attention).

what's natural for me personally is to see that, right now:

1) play game with 9 value per hour, and have a 10% chance to interrupt it to do something worth 50 value per hour

is more points, now, than:

2) play game with 10 value per hour.

cuz i look at expectation value (a well known poker concept meaning the avg expected value of what ur doing, regardless of what happens today), so i even get the local case right. the expectation value is 90% * 9/hr + 10% * 50/hr which is 13.1/hr (that math doesn't cover the mixed case where you do it for a while then interrupt partway through, so the real advantage is smaller but, given reasonable assumptions about the unstated details, it'll still be an advantage. note: you do need to be careful with risk when dealing with expectation values, especially when dealing with high stakes all at once. e.g. i'd rather have a million dollars than a 50% chance of 2.1 million dollars, even though the second option is a little more money on average. the only way i'd take the second option, which comes out to 50k more on avg, is if i made a deal with a bank or rich guy. e.g. the bank gives me a million dollars plus 10k, and i pick the 2.1m choice and give them the full amount from it. then i get 10k more than if i picked the 1m option, and the bank comes out 40k ahead on avg, and they have enough money to deal with the variance.)

Eli Goldratt Interview:

EG: The first one is: how do you invent? Invent powerful solutions to your real problems, to your environment. And most people think that, maybe, you have to be born with this ability to invent. What I’ve tried to show here is that every good manager is a fantastic inventor. But you don’t pay attention to it, and you waste all the inventions. Let me explain a little bit what I mean, okay? Every manager faces emergencies. And he reacts to emergencies. What can he do? As a matter of fact, a good manager will react quite well to emergencies, and he solves the problem. And what we have to realize is: whenever we react to an emergency we actually deviate from the standard rules. Always! What people do not pay attention to is that you don’t just deviate from the standard rules, you are actually following a different set of rules. And the point is: after the emergency is over, why won’t you take the time to verbalize the new set of rules that you just followed? Then think on the following; if I would have used this set of rules not just in emergencies, but in the normal day to day, what damages will happen? What undesirable effects will result, and how can I prevent them? Because, if you will now augment this new set of rules with what should be happening, in order that, when I’m using them in day to day life at the normal time they do not lead to anything negative, what you are ending up with is a set of rules that is so much better than your current rules. So much better, that even emergencies are handled as if there is no emergency. And that’s what I’ve shown in this book, if you notice. Okay, a pipe is broken. Emergency. Fine, you react to it. But then what is even Paul saying? He’s dying to go back to normal! Wait a minute, pay attention. Look at how much the situation is better now. Think, how can you use it on a daily basis, because then you get this huge improvement. And that’s what’s happening in this book.

...

EG: Absolutely! But what I’m saying is: this is always the case. For example, take ‘The Goal’. In the first chapter, he faces an emergency. As a matter of fact, the emergency is so big that the head of the division comes to say, “There is an order which you are late on. You must expedite it!” So they expedite it. And he’s bitching and moaning about it. At the end of the book he’s doing exactly the same for the big order that saves his bottom line. If he would have just stopped after the first chapter and said, “I’ve deviated from the rules of how we are running a plant. It did work, I did send the order earlier. What are the new rules that I’m following?”, he would have saved the whole book, and he would have invented it rather than Jonah. Because, let’s face it, the way that he handled his big order at the end is exactly the same concept that he handled the emergency in the first chapter. It’s always the case. So, if people would just pay attention to it, everyone becomes an inventor.

The Choice by Eliyahu Goldratt and Efrat Goldratt-Ashlag (emphasis added).

"Father, I can assure you that there is no way you can convince me that people don't have conflicts."

He resorts to his pipe.

After a while he starts again. "Let me take a step back. Maybe we should discuss the differences and similarities between the words contradiction and conflict."

Since I don't know where he is heading, I keep quiet.

"Let's examine an example of how deep everybody's conviction is that there are no contradictions in the material world. Suppose that we have two different techniques to measure the height of a building. And when we use them to measure the height of a specific building we get two very different heights. Facing such an apparent contradiction no one would say, 'Let's compromise; let's agree that the height of this building is the average between the two measurements.'"

"What we would say is that somewhere along the line we have made an erroneous assumption. We'll check to see if, in the time that passed between the two measurements, additional floors were added. If that's not the case, we'll explore if our assumption—that each of the measurements was carried out properly—is correct. If they were, we'll look for an erroneous assumption in the techniques themselves; we'll explore the possibility that one of these two techniques is faulty. In extreme cases we'll even doubt our understanding of height. But we'll always look for the erroneous assumption and never contemplate the possibility of compromise. This is how strong our belief is that there are no contradictions in nature."

I'm not impressed. "A building cannot have two different heights, that's obvious. But a person can have two conflicting desires."

"Believe me, I know," he says. "I know that people may have conflicts. But that is also the situation in the material world. It is filled with conflicts. Reality doesn't contain contradictions, but it is full of conflicts.

"Can you explain the difference between a contradiction and a conflict?"

"Conflict is a situation where what we want is a contradiction." When he sees that doesn't help, he hurries to explain. "Take, for example, the wing of an airplane. On one hand, we need the wings to be strong. And in order to ensure the strength we should use thick supporting beams. But on the other hand, we need the wings to be light, and in order to ensure that, we should use thin supporting beams. A typical conflict. And like any other conflict, including conflicts between people, it will lead in good situations to some acceptable compromise, and in bad situations to a stone wall."

"Actually," I say, "in many situations a conflict will lead to a bad compromise. To a compromise that is bad because it is the cause of many undesirable effects. Come to think of it, I cannot think of even one example of an undesirable effect that is not the result of a conflict."

"No argument," he agrees. "What I'm suggesting is that we treat any conflict like a scientist treats a contradiction."

In the last ten years I've gained a lot of experience, most of it successful, in using his conflict removal method. So I allow myself to take over. "In other words," I say, "when we face a conflict, especially when we cannot easily find an acceptable compromise, let's do exactly the same thing we do when we encounter a contradiction; let's insist that one of the underlying assumptions is faulty. If, or should I say when, we pin down the underlying assumption that can be removed, we remove the cause of the conflict; we solve the conflict by eliminating it."

"Correct," he says. "So can you now verbalize the second obstacle that prevents people from effectively using their brainpower?"

Slowly I say, "I need a minute to organize my thoughts."

Yesterday I came to the conclusion that meaningful opportunities are opened when one sees how to remove a blockage, how to overcome an undesirable situation that I'm convinced I cannot change. Many times, the blockage is due to a conflict that does not have an acceptable compromise. From experience I know that as long as we think that the only way to handle a conflict is by compromising, we'll never think about the underlying assumptions and how to remove at least one of them; we'll never find the way to eliminate the conflict. And we'll never come up with the breakthrough; we'll never reveal the great opportunity that hides there. We'll just lower our expectations.

Confidently I say, "The second obstacle is that people's perception is that conflicts are a given and that the best we can do is to seek a compromise."

Bitterly Father remarks, "In academia we are encouraging that devastating mistake. Under the glorifying title of 'optimization' we invest considerable efforts to teach students, not how to remove conflicts, but how to waste time finding the 'best' compromise. What a waste of talent."

Consider the connection between conflict is a situation where what we want is a contradiction and the TCS concept of "coercion".

I made videos where I read Jordan Peterson's new best-selling book, 12 Rules for Life: An Antidote to Chaos, and share my thoughts in detail. I went in blind and edited out the silences from reading; it's my raw thoughts as I read, which show you one of my processes for how I think things through and analyze them.

12 Rules Screencast part 1 talks most about whether animals are intelligent (I disagree with the book and explain my view). I also talk about writing techniques.

12 Rules Screencast part 2 discusses a wider variety of issues, many of which I believe are important criticisms of the book.

Scholarly Criticism: Jordan Peterson’s Sloppy Cite (+quotes, research) changes format. I made slides and focused on criticizing one cite about serotonin and the brain. It's shorter and more organized.

12 Rules Screencast part 4 finishes discussing rule 1 at a faster pace using notes and quotes instead of the book text.