Concepts
The irreducible epistemic atoms underlying the curriculum. 4,828 atoms across 8 types
Authentic dissent improves judgment; assigned devil's…
Seek people who genuinely disagree with your position rather than assigning devil's advocate roles, because only authentic dissent triggers the broader cognitive processing that improves judgment quality.
When pressure changes your decision, document both…
When pressure causes your actual decision to differ from what you would decide without pressure, document both the decision and the pressure type (social, authority, time, emotional, financial) to build a personal pressure vulnerability map.
Under pressure
When pressure pushes you toward immediate action, create a three-part protocol: (1) name the pressure type silently, (2) write one sentence describing what is being asked, (3) wait at least 90 seconds before responding.
Extract information from pressure with three questions
When you feel pressured to act immediately, extract informational content by answering three questions before deciding: (1) What is this pressure telling me about the situation? (2) What action is the pressure pushing me toward? (3) What would I choose if I felt no pressure at all?
Test presented urgency
When urgency is presented as time-critical, ask: 'What happens if we take another [day/week] on this?' to test whether the urgency is manufactured or genuine.
Substitution test
Apply the substitution test to significant decisions by asking: 'If my reference group did the opposite, would I still make this choice?' to detect conformity operating below conscious awareness.
Cap decision meetings at 6-8 people — communication…
Limit meeting attendance to 6-8 people maximum to prevent communication complexity from scaling combinatorially (n(n-1)/2 conversational pairs) and social cost from suppressing genuine discussion.