Prologue





At
first,
all
my
father
asked
me
for
was
to
use
my
name.
He
said
he

was
writing
a
new
book
and
he
would
like
to
write
it
as
a
dialog

between
him
and
me.
This
would
have
been
my
father’s
tenth
book

and
I
appreciate
his
attempts
to
continuously
try
new
styles
of

writing.
Reluctantly
I
gave
my
permission.
Then
he
came
back
with

another
request.
He
said
he
would
like
to
hear
my
reactions
to
his

ideas
so
that
the
book
will
sound
more
authentic.
That
would

require
my
time,
and
time
is
a
scarce
resource
nowadays
as
I
am

juggling
work
and
taking
care
of
my
two
young
boys,
so
I
inquired

into
the
content.
Based
on
the
past
I
expected
to
hear
about

another
Theory
Of
Constraints
business
book.
But
here
came
the

surprise.
Yes,
the
book
would
contain
a
few
business
chapters,
but

Aba*
explained
that
it
was
mainly
about
how
to
live
a
full
life.



• *Aba
is
the
Hebrew
term
for
both
Father
and
Dad
and

the
name
I
have
been
using
all
my
life.


He
knew
exactly
which
button
to
push.

I
am
highly
interested
in

that
subject,
both
for
my
own
life
and
for
the
people
I
consult.

Knowing
how
original
his
thinking
is,
I
was
curious
to
hear
what
he

had
to
say.


 2
 Efrat’s
Notes




That
was
the
beginning
of
the
most
fascinating
intellectual
journey
I

have
ever
taken.
For
months
we
would
meet
and
debate,
often
for

hours
at
a
time.
Aba
would
explain
the
messages
he
wanted
to

convey,
and
I
would
offer
my
thoughts.
A
new
perspective
of

thinking
was
opened
to
me,
an
approach
to
view
reality
and
make

decisions
that
is
valid
not
only
for
business
but
first
of
all
for
living

the
kind
of
life
I
want
to
live.
Aba’s
intent
to
construct
the
book
as
a

series
of
dialogs
turned
into
reality.



The
pace
of
discussions
was
rather
fast.
Aba
raised
point
after
point,

all
of
which
I
wished
I
could
take
the
time
to
digest.
Not
before
long

I
started
to
feel
overwhelmed.
I
began
to
have
a
growing
feeling
that

I
was
missing
important
things.
I
also
became
curious
to
see
if
I

could
actually
do
what
he
suggested.
I
wanted
to
experiment
writing

these
logical
maps
he
was
talking
about.
I
asked
for
his
help
in

constructing
a
logical
map
of
each
of
the
chapters
that
described

our
interaction.
In
order
to
verify
that
I
was
not
lost,
the
maps
were

written
to
reflect
his
main
message
of
the
chapter.
I
also
started

taking
notes
to
see
whether
the
maps
made
sense
to
me
and
to

articulate
where
I
stood.
The
logical
maps
and
my
notes
are
now

included
as
part
of
the
book;
they
are
attached
as
appendixes.


Efrat
Goldratt‐Ashlag



 Efrat’s
Notes
 3






To
think
about

…
Chapter
1




• I
have
to
be
honest:
What
do
I
really
want,
an
easy
life
or
a
full
life?


• Assuming
I
choose
to
strive
for
a
full
life,
what
does
it
mean?
It
means
that
I
will
do
my

best
to
achieve
enough
successes
that
are
meaningful
to
me.



• Success
is
not
guaranteed.
I
am
bound
to
fall
on
my
face
every
once
in
a
while.
If
I
am

serious
about
achieving
enough
successes
I
better
develop
stamina
to
pick
myself
up

and
try
again.


• Aba
perceives
new
initiatives
as
prototypes,
which
as
scientists
see
it,
are
likely
to
fail,

but
are
still
beneficial
as
long
as
we
learn
from
them
how
to
do
better
next
time.
I
don’t

know
if
I
can
avoid
being
disappointed
when
I
fail.
But
if
I
want
to
develop
the
stamina

to
overcome
failure
it
seems
that
thinking
like
a
scientist,
thinking
clearly,
might
help.



• 


• 


• If
I
want
to
have
enough
successes
there
is
something
else
I
need.
I
need
to
come

across
a
lot
of
opportunities.
After
all
I
can’t
expect
to
turn
every
opportunity
into
a

success.


• I
tend
to
believe
that
whether
a
person
has
enough
opportunities
is
not
solely
up
to

him.
Some
lucky
people
encounter
plenty
of
opportunities
and
most
of
us
encounter

less.



• But
Aba
claims
that
life
presents
everybody
with
a
stream
of
situations
that
can
be

turned
into
opportunities.
He
said
that
the
issue
is
not
the
availability
of
opportunities

but
a
person’s
ability
to
recognize
(generate?)
them
when
they
pass
by.





 4
 Efrat’s
Notes




• When
a
person
has
a
deep
understanding
of
the
cause
and
effect
of
a
certain
subject,

he
is
better
prepared.
Prepared
in
the
sense
that
when
an
opportunity
presents
itself

the
person
is
more
likely
to
recognize
it
and
act
on
it.
This
is
what
Aba
calls
“good
luck

is
opportunity
meets
preparation”.
This
sounds
appealing.
It
surely
would
provide
more

control
over
my
life
instead
of
leaving
it
to
luck.
I’ve
seen
it
working
for
him
but
I

wonder
if
it
can
also
work
for
me…


• Building
cause
and
effect
maps
is
the
essence
of
thinking
clearly.
So
it
seems
like
for

both
developing
stamina
and
being
better
able
to
recognize
opportunities
one
should

develop
his
ability
to
think
clearly.



• 


Only
now
I
start
to
grasp
what
Aba
has
been
telling
me
for
a
long
time.
He
said
that
the
most

important
choice
he
made
was
the
choice
to
think
clearly
in
every
area
that
is
important
to
him
–

family,
friends
and
work.
He
was
essentially
telling
me
how
committed
he
is
to
living
a
full
life.



• 


• I
don’t
think
I
can
do
it.

I’m
not
a
genius,
I
am
a
normal
person.
I
don’t
have
the
mental

capabilities
to
build
these
clear
logical
maps.




• Aba
(of
course)
claims
it’s
not
about
being
a
genius.
He
said
it’s
about
overcoming
some

fundamental
obstacles.
It
will
take
a
lot
to
convince
me
that
this
is
the
case.


• He
said
the
first
and
most
profound
obstacle
is
that
people
see
reality
as
very
complex

when
actually
it
is
surprisingly
simple.




 Efrat’s
Notes
 5




• And
therefore
they
look
for
sophisticated
explanations
and
complicated
solutions.
I

agree
that
we
are
looking
for
complicated
solutions.
I
see
it
all
the
time.



• I
also
see
how
it
relates
to
peoples’
belief
that
they
cannot
proceed
because
they
don’t

know
enough,
which
drives
them
to
spend
a
lot
of
time
looking
for
more
and
more

data.
Like
some
of
my
friends,
every
time
a
new
opportunity
comes
around
their

reaction
is
to
sign
up
for
another
course.




 6
 Efrat’s
Notes




I
do
believe
that
reality
is
complex
and
we
don’t
have
any
choice
but
to
look
for
a
lot
of
data

and
come
up
with
complicated
plans.
Can
it
be
that
Aba
has
a
point
when
he
says
it’s
all
in
our

minds?
Can
it
be
that
reality
is
actually
simple
and
that
the
fault
lies
in
our
perception
of
it?

Wow.
It’s
going
to
take
a
lot
to
convince
me
it’s
all
in
my
mind.
For
a
starter
I
would
like
to
see

him
take
a
complicated
case
and
show
me,
that
once
we
take
the
time
to
analyze
it,
it
is

actually
simple.
And,
I
want
to
see
him
do
it
without
sending
me
to
do
some
serious
studying.

He
thinks
he
can
do
it
with
the
article
he
just
gave
me
to
read.
I
have
my
doubts.




 Efrat’s
Notes
 7






To
think
about
…
Chapter
3




• I’m
so
used
to
reading
my
father’s
articles
from
a
business
point
of
view
that
it
takes
me
a
while

to
get
used
to
focusing
on
the
logic.


• The
operation
of
that
apparel
company
surely
represents
my
idea
of
how
complex
reality
can

be.
However
I
have
to
admit
that
once
I
read
the
article,
the
impression
I
got
was
a
little

different.


• Based
on
how
complicated
such
an
organization
must
be,
my
initial
assumptions
were
that
I

will
not
understand
much
without
learning
more
about
the
subject,
and
that
once
I
have

enough
data
to
understand
what
is
going
on,
I
will
see
that
to
operate
in
such
a
complex

organization
complex
procedures
are
in
place.

• 


• 


• 


• It
seems
that
contrary
to
my
expectations,
I
did
have
most
of
the
relevant
data
that
I

needed
in
order
to
follow
and
understand
the
analysis.
I
know
I
can’t
expect
it
to
be
the

case
in
every
analysis,
after
all
being
the
proud
shopper
that
I
am,
I
do
have
more
general

knowledge
in
apparel
then,
let’s
say,
semiconductors.
But
I
get
the
drift.
I
should

acknowledge
that
I
do
have
more
data
than
I
tend
to
believe,
and
lack
of
data
is
probably

not
what
is
blocking
me
from
thinking
clearly.

• I,
also,
begin
to
see
how
people’s
perception
of
reality
as
complex
leads
them
to
end
up

with
complicated
procedures.
The
whole
idea
of
operating
according
to
a
vague
forecast

that
is
supposed
to
predict
fashion
consumption
a
year
and
a
half
into
the
future
seems

almost
twisted.
Especially
now
that
I
am
aware
of
the
alternative
mode
of
operation
that

was
presented
in
the
paper.
Now
that
I
think
about
it,
I
also
believe
that
their
multiple
cost

reduction
improvement
efforts
are
probably
more
complex
than
focusing
on
one
single

improvement
as
large
as
it
may
be.
And
judging
from
the
amounts
of
money
involved,
I
do

have
to
admit,
Aba’s
suggested
solution
is
by
far
simpler
and
more
powerful
than
all
their

improvement
efforts
combined.





 8
 Efrat’s
Notes




• I
start
to
realize
what
Aba
was
saying
when
he
claimed
that
once
we
decipher
the
cause

and
effect
underlying
the
surface
–
reality
seems
relatively
simple.


• 


• So
what
is
blocking
me
from
applying
such
thinking
in
my
life?
I
have
a
feeling
that
I
am
facing
a

number
of
barriers.
Aba
says
it
all
starts
from
my
perception
of
reality
as
complex.
Let’s
see.



• If
I
believe
that
reality
is
complex
then
I
believe
that
problems,
especially
big
ones,
are

complex.
And
in
cases
that
I
have
to
look
for
a
solution
I
will,
naturally,
look
for
a

complicated
one.



• The
issue
is
that
complicated
solutions
usually
don’t
work,
so
again
and
again
I
fail
to
solve

these
problems.


• No
wonder
that
I
end
up
thinking
that
the
big
problems
are
unsolvable;
I
should
accept

them
as
part
of
reality
and
move
on.
Yet,
they
still
hurt
so
why
not
ease
the
pain
‐
paint

them
positively.
Good
old
protective
mechanisms.

So,
it
seems
like
the
first
barrier
that
is

blocking
me
from
thinking
clearly
is
that
I,
like
Big
Brand,
am
already
camouflaging
the
big,

persistent
problems.



• Accepting
the
big
problems
as
given,
means
accepting
lower
expectations.


• Now,
if
I
camouflage
the
big
problems
and
I
still
want
to
make
things
better,
by
default
I

focus
on
the
small
problems,
the
more
the
merrier.


• But
dealing
with
minor
problems
instead
of
the
big
ones
does
not
get
me
far;
In
spite
of
my

efforts
I
only
reach
limited
results.
So
slowly
but
surely
I
lower
my
expectations
as
to
what

can
be
achieved.




 Efrat’s
Notes
 9




• Thinking
about
it,
the
perception
of
reality
as
complex
has
another
impact
on
me.
It
puts

fear
in
my
heart
that
if
I
change
fundamental
things
all
hell
might
break
loose.
Better
be

careful
than
sorry.
The
result
is
another,
second
barrier
that
blocks
me
‐
I
am
reluctant
to

change
things
that
are
in
the
base.

• I
guess
that
my
lower
expectations
contribute
as
well
to
the
fact
that
I
am
satisfied
with

minor
changes,
further
strengthening
the
tendency
to
avoid
changing
things
that
are
in
the

base.

• Lower
expectations
lead
to
another
effect
‐
I
am
happy
with
any
improvement,
so
it
doesn’t

even
occur
to
me
to
continue
to
push
on
when
I
reach
a
good
solution.

This
is
another

barrier,
the
third
one:
I
stop
when
I
reach
a
good
solution.


• 


• 


• I
feel
proud
that
I
have
been
able
to
verbalize
3
specific
barriers
to
do
what
Aba
did:
1.
Unable

to
see
the
camouflaged
problems,
2.
Avoid
challenging
things
which
are
in
the
base
and
3.
Once

I
reach
an
excellent
solution,
not
being
motivated
to
explore
for
even
better
solutions.



• How
will
the
perception
that
reality
is
simple
help
me
to
overcome
any
one
of
these
barriers???





 10
 Efrat’s
Notes






To
think
about
…
Chapter
4




• When
I
asked
‘What
can
help
a
person
to
think
clearly?’
Aba
said
it’s
all
about

embracing
the
concept
of
Inherent
Simplicity.
There
is
no
point
in
bringing
up
my
3

barriers
yet.

Better
to
follow
his
lead
and
get
the
whole
picture.
I
have
a
feeling

that,
not
before
long,
all
the
pieces
will
fit
together.


• How
come
I
am
so
convinced
that
reality
is
complex
and
Aba
is
determined
it
is

simple?
Aba
says
it
is
because
we
have
a
different
mindset,
a
different
focus,
when

we
use
the
word
‘simple’.



• When
I
think
of
what
‘simple’
means,
I
agree
that
my
definition
relies
on
my

attempts
to
describe
a
situation,
a
problem
or
whatever
it
may
be.



• The
fewer
components
I
need
to
describe
in
order
to
get
a
good
picture,
the

simpler
it
seems
to
be.



• In
order
to
describe
a
piece
of
reality
I
usually
need
a
lot
of
details,
details
that
are

sometimes
difficult
to
arrange
in
order
to
get
a
clear
picture.
No
wonder
that
I

claim
that
reality
is
complex.


• Aba
says
that
to
him
‘simple’
means
something
very
different.
It
has
to
do
with

scientists’
attempts
to
have
better
understanding
of
systems/situations
and
to

predict
what
will
be
the
effect
of
a
change.





 Efrat’s
Notes
 11




• To
have
better
understanding,
scientists
spend
most
of
their
time
unveiling
the

cause
and
effect
arrows
that
connect
the
various
components
of
a
system.

The

fewer
root
causes
found
(fewer
degrees
of
freedom)
the
simpler
the
system
is
in

their
eyes.
From
their
point
of
view
‘simple’
means
fewer
points
that
need
to
be

touched
in
order
to
impact
the
whole
system.




Thinking
about
it,
I
am
way
more
interested
in
being
able
to
predict
and
impact
my

reality,
then
merely
describing
it.
And
so
is
every
other
person
I
can
think
of.


• One
of
the
major
aspects
of
Inherent
Simplicity
is
that,
once
we
ask
“why?”
enough

times
and
we
ask
it
on
different
entities
in
a
certain
subject,
we
gradually
find
out

that
different
entities
are
explained
by
the
same
deep
“because(s)”
‐
causes

converge.



• So,
if
‘simple’
means
fewer
causes,
and
the
deeper
we
dig
the
more
we
see
that

causes
converge,
then
it
is
inevitable
to
come
to
the
conclusion
that
reality
is

actually
simple.


• I
think
I’m
starting
to
get
it.
Reality
can
be
viewed
as
complex
and
simple
at
the

same
time.
Suppose
that
I
encounter
a
problematic
situation
and
in
order
to
better

understand
it,
all
I
do
is
try
to
get
as
much
information
as
I
can
–
the
more
details,

complaints,
undesirable
effects
I
hear,
the
more
a
complex
picture
unfolds.

But,
if
I

will
also
learn
to
dive
down
to
what
is
causing
the
various
undesirable
effects
in
the

problematic
situation,
I
should
expect
that
causes
will
begin
to
converge
and
I
will




 12
 Efrat’s
Notes




end
up
with
a
focus
on
the
core
problem
that
I
need
to
fix.

If
I’ll
ever
learn
to
do
it

systematically,
situations
will
probably
look
a
lot
simpler.
Hmmm.




 Efrat’s
Notes
 13






To
think
about

…
Chapter
5




• Conflicts
exist.
No
question
about
it.


• When
we
face
a
conflict
our
natural
tendency
is
to
look
for
a
compromise.

Something
in
the
middle
‐
give
some
to
get
some.
I
certainly
do
it
and
so
do
most

people
I
know.


• If
we
find
an
acceptable
compromise
–
fine.

If
we
don’t
find
an
acceptable

compromise,
we
are
stuck.
We
might
push
for
our
side
or
decide
to
give
it
up,
or

bounce
between
different
options
of
coping,
but
essentially
we
are
stuck
in
a

situation
we
do
not
wish
to
be
in.
And
as
embarrassing
as
it
may
sound,
we
are

stuck
more
often
then
we
care
to
admit.



• That
is
why
the
common
perception
is
that
conflicts
are
given
and
we
just
have
to

live
with
them.
This
acceptance
of
conflicts
as
a
fact
of
life
is
what
Aba
referred
to

as
the
second
obstacle
to
thinking




 14
 Efrat’s
Notes




• One
of
the
major
aspects
of
Inherent
Simplicity
is
that
contradictions
do
not
exist.



• When
we
happen
to
come
across
a
contradiction
we
challenge
it.
We
uncover
and

check
its
underlying
assumptions
until
we
figure
out
which
is
the
false
assumption.


Replacing
that
false
assumption
removes
the
contradiction.



• What
we
need
to
remember
about
conflicts,
is
that
they
are
merely
situations

where
we
want
two
things
that
are
contradicting
each
other;
conflicts
are
a
wish
to

have
two
things
that
are
mutually
exclusive
at
the
same
time.
I
want
the
situation

to
contain
X
and
my
opponent
wants
the
opposite.
Or,
if
it’s
an
internal
conflict,
in

order
to
fulfill
different
needs
I
want
X
and
the
opposite
of
it
at
the
same
time.


• So,
if
conflicts
are
situations
where
we
want
contradicting
things,
and

contradictions
can
be
removed
by
challenging
their
underlying
assumptions,
then

we
can
actually
treat
conflicts
the
same
way
we
treat
contradictions.
We
need
to

get
used
to
the
idea
that
when
we
come
across
a
conflict
to
which
we
cannot
find
a

satisfactory
compromise,
we
should
make
the
effort
to
challenge
its
underlying

assumptions.

Rather
than
compromising
we
should
figure
out
a
way
to
remove
the

conflict
all
together.



• Thinking
about
what
I
just
wrote
down,
conflicts
to
which
we
fail
to
find
a
decent

compromise
are
the
situations
in
which
we
feel
blocked.
These
are
the
situations
in

which
we
hope
to
find
a
way
out.
So
when
we
succeed
to
figure
out
how
to
literally

remove
such
a
conflict,
it
is
a
breakthrough.
The
more
aggravating
the
conflict
the

bigger
the
breakthrough
and
the
bigger
is
the
opportunity.
No
matter
if
they
come

up
at
work,
in
the
family
or
in
any
other
area
of
importance,
practicing
this
kind
of

thinking
as
a
way
of
life
should
be
a
great
way
to
generate
meaningful

opportunities.





 Efrat’s
Notes
 15






 16
 Efrat’s
Notes






To
think
about

…
Chapter
6




Needless
to
say
I
am
surprised.
It
seems
like
Aba
never
had
to
struggle
to
overcome
the
3

barriers
to
thinking
clearly
that
I
came
up
with.
He
genuinely
didn’t
experience
them.
And

he
was
right.
It
all
boils
down
to
his
perception
that
reality
is
simple,
or
in
the
words
he

likes
to
use,
his
belief
in
‘Inherent
Simplicity’.


• The
way
Aba
explained
it,
if
we
accept
the
concept
of
Inherent
Simplicity
then
we

should
accept
the
way
it
refers
to
conflicts:
As
we
dive
down
to
the
roots
of
a

problematic
situation,
we
should
expect
to
find
that
the
core
problem
is
a
conflict

that
was
not
resolved.
After
all,
agonizing
conflicts
that
do
not
have
a
good
solution

do
tend
to
end
up
creating
big
persistence
problems.
Examples
keep
popping
in
my

head.


• The
belief
in
Inherent
Simplicity
also
leads
us
to
accept
that
the
conflict
can
in
fact

be
resolved,
by
challenging
one
or
more
of
the
underlying
assumptions.



• So
realizing
that
conflicts
are
in
the
root
of
the
problem
and
that
they
can
be

resolved
actually
means
that
big
persistent
problems
can
be
eliminated.


• And
if
big
persistent
problems
can
be
eliminated,
we
won’t
end
up
fighting
them

bitterly,
and
lose,
and
then
reluctantly
accept
them
as
part
of
reality.
We
won’t

need
to
avoid
the
pain
by
camouflaging
them.


• Another
derivative
of
the
realization
that
conflicts
are
in
the
roots
and
that
they

can
be
eliminated
is
that
it
becomes
standard
procedure
to
look
for
these
conflicts.

Whenever
there
is
a
problem
that
is
aggravating
enough
to
merit
some
serious

thinking,
the
standard
should
be
to
go
find
what
is
at
the
base
of
the
problem
–

identify
the
root
cause.


• As
Aba
explained,
small
problems
have
weaker
links
to
the
root
cause
than
the
big

persistent
problems.
So
it
makes
sense
that
starting
to
look
for
the
root
cause
from

the
big
problems
will
be
a
shorter
and
a
more
productive
effort.


• Now
it
all
ties
together:
If
the
standard
procedure
is
to
look
for
the
root
cause
and

big
persistent
problems
are
the
shortest
path,
and
there
is
no
need
to
camouflage

those
problems
then
I
can
see
why
Aba
was
no
less
then
eager
to
identify
them.
He

literally
shoved
all
other
problems
to
the
side
and
focused
only
on
the
big
ones.

Touché.
He
just
showed
me
how
for
him,
due
to
his
belief
in
Inherent
Simplicity,

the
exact
opposite
of
barrier
one
exists.





 Efrat’s
Notes
 17




• There
 is
 one
 more
 derivative
 to
 the
 realization
 that
 conflicts
 are
 in
 the
 roots
 and

that
 they
 can
 be
 eliminated.
 The
 fact
 that
 eliminating
 the
 conflicts
 is
 done
 by

challenging
 assumptions
 that
 are
 underneath
 the
 conflict
 means
 that
 we
 are

addressing
things
that
are
even
deeper
than
the
conflict.
We
are
going
to
the
root

of
the
roots.
So
inevitably
it
becomes
standard
procedure
to
change
things
that
are

at
the
base.
My
second
barrier
just
flew
out
the
window.

• The
 more
 fundamental
 the
 change,
 the
 more
 new
 interesting
 ramifications
 we

should
expect.
Makes
sense
to
me.
Knowing
my
father,
it’s
no
wonder
that
he
kept




 18
 Efrat’s
Notes




on
 exploring.
 He
 might
 have
 come
 up
 with
 negative
 ramifications
 that
 would

require
 him
 to
 alter
 his
 solution,
 but
 in
 this
 case
 he
 ended
 up
 with
 2
 more

solutions.
What
was
my
3rd
barrier…?


It
 all
 looks
 so
 simple
 when
 Aba
 explains
 it.
 Why
 do
 I
 have
 a
 feeling
 that
 as
 far
 as
 I
 am

concerned
these
three
barriers
are
still
alive
and
kicking?
Body
building
Aba
said.
Practice,

practice
practice.
He
never
said
that
reaching
a
meaningful
life
would
be
easy.



And
what
is
that
important
angle
that
I
am
still
missing?





 Efrat’s
Notes
 19




To
think
about
…

Chapter
7




As
Aba
was
convincing
me
to
discuss
the
concept
of
harmony
in
order
to
understand
the
third

obstacle
to
thinking
clearly,
something
in
what
he
said
struck
me.
He
said,
“Whenever
you
are
going

after
promising
opportunities
you
will
probably
need
a
lot
of
collaboration
from
other
people.”

Earlier
when
we
talked
about
what
is
needed
to
have
a
full
life,
Aba
mentioned
two
necessary

conditions
for
achieving
success:
One
is
to
have
stamina
to
overcome
failures
and
the
other
is
to

come
across
many
opportunities.
It
looks
like
he
just
mentioned
a
third
necessary
condition,
which

means,
I
need
to
go
back
to
that
logical
map
and
add
a
piece
to
it:


• If
I
want
to
achieve
enough
meaningful
successes
then
most
likely
I
will
need
the

collaboration
of
others.
Choosing
carefully
our
partners
or
audience
is
highly
recommended

but
it
is
not
always
possible.

As
I
think
about
it
I
realize:
The
bigger
my
aspirations
the
more

people/parties
I
have
to
collaborate
with,
and
the
less
freedom
to
choose
them.
Thus
the

higher
the
aspiration
the
more
vital
is
the
ability
to
ensure
collaboration.



• Even
if
we
know
who
we
need
to
collaborate
with
and
even
if
we
put
our
best
foot
forward

trying
to
get
them
to
go
along
with
us,
we
don’t
always
succeed.

Many
times
the
other
side

disagrees
with
what
we
are
offering
or
they
are
busy
with
their
own
agendas,
or…

Aba
said

that
thinking
clearly
will
help
solicit
collaboration
in
all
cases,
even
in
cases
where
the

starting
point
is
that
we
have
a
non‐harmonious
relationship
and
the
other
party
is
at
fault.

Really?!
















 20
 Efrat’s
Notes










• Aba
is
taking
about
a
situation
in
which
we
are
in
a
non‐harmonious
relationship

with
someone
else.


• Furthermore,
he
is
referring
to
those
difficult
situations
in
which
the
disharmony
is

clearly
the
other
side’s
fault.


• What
do
we
do?
Naturally,
we
blame
them.



• Then
we
seek
a
solution
in
the
direction
pointed
at
by
the
blame:
We
press
the

other
side
as
hard
as
we
can
to
change
their
behavior/mode
of
operation
in
a
way

that
will
fix
the
problem.



• Past
experience
(and
a
few
emotional
scars)
shows
that
such
attempts
to
force

someone,
(who
we
are
already
not
on
good
terms
with)
to
comply
with
our

demands,
will
not
be
welcomed.
They
will
push
back
and
we
will
press
harder
and

after
going
back
and
forth
a
few
times
the
strong
one
will
probably
win.
This

dynamic
is
bound
to
further
deteriorate
the
relationship,
thus
making
the
next

issue
that
will
come
up
between
us
harder
to
resolve.
Not
a
good
situation,
any

way
I
look
at
it.


• One
of
the
major
aspects
of
Inherent
Simplicity
is
that
reality
is
harmonious
with

itself.
Harmony
means
agreement
and
concord.
It’s
a
pleasing
whole.




 Efrat’s
Notes
 21




• 
So
what
should
it
mean
when
it
comes
to
relationships?
Aba
wants
me
to
accept

that
any
relationship
has
the
inherent
potential
to
be
harmonious.



• So,
on
one
hand,
blaming
directs
us
to
force
the
other
party
to
change
his
ways,

which
we
know
they
will
be
reluctant
to
do
and
which
will
worsen
the
relationship.

On
the
other
hand,
according
to
Inherent
Simplicity,
there
are
better
solutions,

solutions
that
will
also
turn
the
relationship
into
harmonious
ones.
If
this
is
case
I

can
see
that
blaming
is
pointing
us
in
the
wrong
direction.



• 
Bottom
line:
If
blaming
is
systematically
leading
us
to
seek
solutions
in
the
wrong

direction,
I
can
see
why
Aba
decided
to
refer
to
it
as
an
obstacle
to
thinking
clearly.




 22
 Efrat’s
Notes




As
much
as
I
can
see
the
logic
it
doesn’t
mask
the
fact
that
it’s
all
built
on
one
axiom
that
I
find
very

hard
to
swallow.
I
believe
that
both
in
my
personal
and
my
professional
life
I
am
actively
looking
for

harmonious
relationships.
Yes,
on
some
occasions
the
mud
of
negative
feelings
is
so
thick
that
the

involved
parties
are
not
even
willing
to
search
for
an
agreed
upon
solution.
But
on
other
occasions

we
are
looking,
seriously
looking,
and
sometimes
in
spite
of
our
efforts
we
don’t
find
one.
I
honestly

believe
that
in
such
cases
a
win‐win
solution
simply
does
not
exist.
Some
relationships
are
not

meant
to
be.
But
Aba
claims
that
every
relationship
has
the
potential
to
be
harmonious.
Well,

maybe
in
theory.
From
my
experience,
this
claim
is
so
farfetched
that
I
am
not
willing
to
take
my

father’s
word
for
it.
Before
I
will
even
consider
changing
my
mind
I
need
at
least
one
decisive

example.
I
want
to
see
that
harmony
can
be
found
even
in
impossible
situations.
And
more
than

that,
I
want
to
see
how
the
belief
in
Inherent
Simplicity
would
enable
me
to
find
this
elusive

harmony.

· 




 Efrat’s
Notes
 23




To
think
about
…
Chapter
9





‘A
change
that
will
bring
the
parties
to
each
achieve
what
they
need
from
the
relationship’,
‘It
has

to
be
presented
very
carefully’,
‘Start
by
seeking
the
other
side’s
win’,
‘Look
for
a
different
but
not

less
important
win’…
My
mind
is
racing.
Too
many
ideas
that
I
would
like
to
take
the
time
and
think

about.
I
want
to
start
by
understanding
the
main
message.
I
turn
to
the
logical
map:


• In
non‐harmonious
relationships
there
are
many
undesirable
effects.
Clearly.


• The
cause
for
an
undesirable
effect
is
a
conflict.
This
statement
is
not
as
obvious
as

the
former
one.
When
Aba
told
me
years
ago
about
that
axiom,
I
found
it
rather

amazing.
Since
then
I
verified
it
numerous
times:
Whether
I
am
dealing
with

relationships
or
intrapersonal
matters,
each
and
every
time
I
dig
into
the
roots
of

an
undesirable
effect
I
uncover
a
conflict.


• We
already
mentioned
that
one
of
Inherent
Simplicity’s
main
aspects
is
that
causes

converge.


• So,
if
in
non‐harmonious
relationships
there
are
many
undesirable
effects,
and

their
causes
are
conflicts,
and
those
causes
converge,
then
unavoidantly
at
the
root

of
this
mess
we
will
find
a
conflict.
Usually
a
heavy
duty
chronic
conflict.





 24
 Efrat’s
Notes




• Conflict
triggers
blame.
We
don’t
get
what
we
want
and
it’s
because
of
that

obnoxious
inconsiderate
other
party.


• If
the
root
cause
of
non
harmonious
relationship
is
a
conflict
and
conflicts
trigger

blame
than
as
expected
in
non
harmonious
relationships
one
(usually
two…)
tends

to
blame.



• We
also
mentioned
that
another
one
of
Inherent
Simplicity’s
main
aspects
is
that

conflicts
can
be
removed.


• What
Aba
is
trying
to
convince
me
here
is,
that
if
the
root
cause
of
non
harmonious

relationship
is
a
conflict
and
every
conflict
can
be
removed
then
even
the
chronic

conflicts
at
the
muddy
bottom
of
non
harmonious
relationships
can
be
removed.
A

win‐win
solution
that
can
turn
the
relationship
into
harmonious,
exists.
As
much
as

I
find
it
hard
to
believe,
he
just
showed
it
to
me
on
an
example
that
I
was
certain

was
a
dead
end
as
far
as
harmony
goes.
That
was
a
true
revelation.


• Speaking
of
revelations,
Aba’s
article
showed
me
something
else:
The
extent
to

which
blaming
masks
even
obvious
win‐win
solutions.


• I
can
see
now
what
he
was
trying
to
tell
me:
If
a
win‐win
solution
that
can
make
the

relationship
more
harmonious
exists,
but
in
this
relationship
we
tend
to
blame,
and

blaming
masks
even
obvious
win‐win
solutions,
no
wonder
that
we
do
not
find
this

win‐win
solution.
We
don’t
even
think
in
that
direction.
Blaming,
after
all,
is
an

obstacle
to
thinking
clearly.



• How
do
we
go
about
overcoming
this
obstacle?
If
we
operate
with
the
conviction

that
win‐win
solutions
exist,
and
we
are
programmed
to
take
care
of
our
win,
then

it
makes
sense
that
we
should
start
with
the
other
party’s
win
in
mind.
And
to

avoid
going
right
back
into
the
conflict
we
should
look
for
a
win
that
is
not
part
of

the
conflict.



I
should
think
about
it
some
more
before
I
go
on
reading
the
article.




 Efrat’s
Notes
 25






 26
 Efrat’s
Notes




To
think
about
…
Chapter
11




• Let’s
start
with
a
common
case:
We
are
in
a
familiar
situation,
one
that
we
have

been
in
for
a
while.
We
have
worked
hard
(or
not)
to
improve
this
situation
and
we

feel
that
we
have
done
pretty
much
whatever
practically
can
be
done.
‘We
know’

the
situation.


• Of
course
we
concur
with
the
common
perception
that
further
improvements
are

always
possible.


• But
we
are
realistic,
in
a
situation
that
we
know,
further
improvement
means
final

touches,
modifications,
polishing.



• No
one
expects
grand
progress
at
this
stage.
The
expectations
are
that
further

improvements
will
contribute,
but
they
will
contribute
less
and
less;
further

improvements
yield
diminishing
returns.
That’s
reality
(or
at
least
my
perception
of

reality).




 Efrat’s
Notes
 27




• But,
judging
by
the
way
Aba
talks
and
behaves,
judging
by
his
apparent
impatience

for
diminishing
returns,
my
impression
is
that
his
starting
point
is
that
a

breakthrough
is
always
possible.


• By
definition,
a
breakthrough
results
in
a
quantum
leap
in
performance.


• That
means
that
contrary
to
the
conventional
thinking
(that
of
diminishing
returns),

Aba
probably
believes
that
a
quantum
leap
in
performance
is
always
possible.




I’m
far
from
accepting
it,
but
I
want
to
understand
the
picture
through
his
eyes
and

therefore
I’m
exploring
the
ramifications:


• Clearly,
settling
for
diminishing
returns
stems
from
our
belief
that
‘we
know’
the

situation.
So
if
Aba
is
right
and
a
quantum
leap
in
performance
is
always
possible,
it

seems
that
the
perception
that
‘we
know’
is
blocking
us
from
looking
for
that

quantum
leap.

If
he
is
right
then
the
perception
that
‘we
know’
is
an
obstacle
to

thinking
clearly.


• And
more
important,
if
a
quantum
leap
in
performance
is
always
possible,
that

means
that
we
can
significantly
improve
any
situation
that
we
came
to
accept
that

‘we
know’.

There
are
many
such
situations
I
wish
would
be
significantly
improved.


That
means
that
opportunities
for
reaching
meaningful
achievements
are
out
there

more
than
I
ever
cared
to
hope
for.





 28
 Efrat’s
Notes




• 


• 


That
whole
logical
card
castle
is
built
on
the
assumption
that
Aba
is
right
and
the
rest
of
us

are
wrong.
With
all
due
respect
I
need
a
proof.
A
hard
proof
that
will
show
me
that
even
in

an
excellent
situation
that
we
believe
‘we
know’,
a
breakthrough
is
possible.
I
am
glad
Aba

had
the
time
to
send
me
an
article
about
it
before
he
left
on
his
business
trip.
I
am
curious

to
start
reading
it.




 Efrat’s
Notes
 29






To
think
about
…
Chapter
13




• At
first
glance
it
appears
that
the
remedy
to
the
fourth
obstacle
(our
tendency
to

think
that
‘we
know’)
is
simply
to
fight
it.
On
second
thought
it
is
not
simple
at
all.

Merely
announcing
that
we
should
be
careful
not
to
think
that
‘we
know’
is
not

going
to
get
us
far.
There
is
a
need
to
be
more
specific
here:
In
which
situations
is

the
conviction
that
‘we
know’
blocking
us,
and
how
are
we
supposed
to
be
careful

about
it?



• Let’s
assume
that
we
did
something,
implemented
a
certain
change,
no
matter
in

what
area,
and
it
worked.
It
didn’t
achieve
exactly
the
results
we
have
originally

expected,
but
it
worked.
Our
typical
reaction
is
to
accept
things
as
they
are,
and

move
on.
We
ignore
the
gap
between
our
original
expectations
and
the
actual

results
of
the
change.
But,
to
follow
Aba’s
lead,
what
we
should
be
doing
is
the

opposite
–
we
should
zoom
in
on
that
gap.
We
should
pause
and
examine
the

unexpected
results:
If
they
are
meaningfully
lower
than
what
we
expected,
it

means
we
have
missed
something
and
we
should
look
into
it.
The
interesting
thing

is
that
the
same
logic
also
works
if
the
results
are
surprisingly
good.
Every

meaningful
deviation
from
the
original
expectation
means
we
did
not
fully

understand
the
situation
and
we
should
pause
and
examine
the
results.
Just
like

what
Aba
did
when
he
saw
that
the
sales
of
the
bread
were
much
higher
than
he

expected.


• Asking
how
come
we
got
the
unexpected
results
will
surface
our
assumptions
and

eventually
reveal
the
wrong
assumption(s)
that
led
to
the
gap
in
outcome
vs.

expectation.
That
assumption
should
be
challenged.
And
challenging
the
wrong

assumption(s)
will
reveal
the
way
to
improve.
When
Aba
realized
that
the

conservatism
was
still
present
due
to
the
owners’
reluctance
to
get
stuck
with

unsold
loaves
he
came
up
with
the
idea
of
taking
those
loaves
back
for
a
refund.

This
idea
is
bound
to
improve
the
results
much
further.




 30
 Efrat’s
Notes




• Once
we
challenged
the
wrong
assumption
and
corrected
it,
it
doesn’t
yet
mean

that
we
can
sit
on
our
laurels.

The
gap
was
only
one
ramification
of
the
wrong

assumption
and
the
correction
usually
leads
to
several
ramifications.

We
should

still
be
careful
not
to
think
that
we
know
the
situation,
rather
we
need
to
be
open

to
rethink
everything.



• We
cannot
get
attached
to
with
things
we
have
decided
or
even
things
we
have

done
just
because
we
did
them
and
they
worked.
After
making
an
additional

change
we
have
to
go
back
and
check
all
the
ramifications
of
the
new
change
and

see
if
everything
fits.
Are
we
now
expecting
to
get
all
the
desired
results?
Is
there
a

need
for
an
additional,
complementary
change?
Or
maybe
once
we
implement
the

new
change
some
of
our
old
solutions/processes
are
not
needed
anymore
and
we

can
spare
them?
Being
prudent
and
really
checking
all
the
ramifications
of
the
new

change
can
sometimes
yield
amazing
revelations.
When
Aba
took
the
time
to
do
it,

he
soon
realized
that
after
taking
back
the
old
loaves
for
a
refund
there
was
no

more
need
for
two
deliveries
a
day.
I
would
have
missed
it
for
sure
if
he
hadn’t

pushed
me
to
look
for
the
ramifications.





 Efrat’s
Notes
 31




• And
even
after
rethinking
everything
Aba
didn’t
have
enough.
To
him
being
careful

not
to
think
that
he
knows
has
yet
another
level.
He
was
curious
to
see
the

ramifications
of
the
planned
change.


• What
he
said
was
that
every
solution
is
creating
a
new
reality.
A
new
reality
means

new
possibilities
that
we
haven’t
thought
about
before
because
they
did
not
exist

in
the
previous
reality.
He
said
he
was
interested
to
find
out
what
new
advantages

this
company
will
now
have
and
how
to
make
the
best
use
of
them.


• 
I
review
the
logical
map
in
front
of
me
and
realize
something.
When
I
was
building

a
house
of
cards
on
the
few
words
“never
say
I
know”
I
had
the
feeling
that
Aba

never
has
enough
and
that
he
believes
that
a
breakthrough
is
always
possible.
But

it’s
only
now
that
I
realize
how
systematically
he
is
going
about
it.
He
truly
believes

that
any
situation,
no
matter
how
good
it
is
to
start
with,
can
be
significantly

improved.
He
takes
a
gap
in
a
project
that
yielded
good
results,
analyses
it
and

finds
a
way
to
improve
the
results
even
further,
he
re‐examines
a
change
he

introduced
and
finds
another
way
to
improve,
and
then
he
analyses
the
new
reality

that
evolves
after
those
improvements
and
he
finds
new
advantages
to
capitalize

on.
I
can
clearly
see
why
he
claims
that
opportunities
are
all
around
us.


• 




 32
 Efrat’s
Notes




I
have
to
admit
that
right
now
when
I
look
around
me
I
don’t
see
opportunities
popping
all

over
the
place.
Nor
do
I
know
how
to
analyze
situations
to
the
point
that
I
can
see
how

simple
they
are,
or
effortlessly
find
harmonious
solutions.
At
this
point
it
is
all
wishful

thinking
to
me.
But
somehow
after
that
talk
with
Aba
in
the
car
I
am
optimistic.
Actually
I

am
way
more
optimistic
than
before.
What
is
going
on?
He
is
building
skyscrapers
of
cards

in
the
air,
for
his
future
solutions
even
the
sky
is
not
the
limit,
and
that
is
making
me
feel

optimistic?!



Do
I
detect
a
gap
here
between
the
severe
skepticism
I
definitely
should
be
feeling
and
the

optimism
that
surprisingly
landed
on
me?
Aba
said
something
about
a
need
to
examine

unexpected
results.
Where
is
this
good
feeling
coming
from?
It
doesn’t
come
from

confidence
that
I
can
do
all
these
great
things
that
he
is
talking
about.
I
still
have
no
idea
if
I

can
make
it.
And
easy
life
is
tempting.



So
why
do
I
feel
good?
I
think
I
know
(oops,
careful).
Up
until
now
I
was
still
under
the

impression
that
whether
I
encounter
enough
opportunities
to
achieve
meaningful
things
in

my
life
is
not
up
to
me;
that
this
is
a
matter
of
luck.
But
what
Aba
has
now
shown
me
is
that

managing
my
areas
of
importance
is
not
only
about
fixing
things
that
are
bad.
That
in
these




 Efrat’s
Notes
 33




areas
I
can
continue
to
significantly
improve
even
if
the
situation
is
already
good,
and
that
it

can
be
up
to
me.
This
is
something
that
had
been
bothering
me
for
a
long
time
and
what

Aba
said
makes
sense.
For
the
first
time
I
am
motivated
to
really
give
it
a
chance.
I
should

invest
whatever
is
needed
to
get
accustomed
to
thinking
clearly.



But
how
am
I
supposed
to
learn
to
think
clearly???




 34
 Efrat’s
Notes





To
think
about
…
Chapter
14




• We
are
accustomed
to
viewing
reality
as
very
complex.
By
thinking
clearly,
thinking

cause‐and‐effect,
we
would
like
to
unveil
its
simplicity.
We
start
from
effects
that

we
observe
in
reality
and
we
dive
down
to
their
causes.
According
to
Inherent

Simplicity
if
we
dive
down
deep
enough,
causes
start
to
converge
and
eventually

we
will
end
up
with
the
root
cause
that
lies
at
the
bottom
of
the
situation.



• We
don’t
have
to
do
anything
to
get
the
causes
to
converge,
as
long
as
we
deal

with
real
situations,
they
will.
But
we
have
to
find
the
real
causes.
If
we
assume

wrong
causes,
we
end
up
with
an
imaginary
cause
and
effect
analysis
that
is
good

for
nothing.
Hypothesizing
possible
causes
is
relatively
easy.
The
true
challenge
in

thinking
cause‐and‐effect
is
to
substantiate
that
the
cause
we
contemplate
is,
in

fact,
the
cause
in
reality.


• This
is
where
Aba’s
warning
comes
in:
When
trying
to
substantiate
a
cause,
it
is

very
easy
to
end
up
going
in
circles
–
“How
do
we
know
that
X
is
the
cause
for
Y?

Because
Y
exists.”
Who
said
that
only
dogs
chase
their
tales?
If
we
want
to
find

valid
causes
we
need
to
avoid
circular
logic‐
tautologies.


• We
should
be
extra
careful
when
the
contemplated
cause
contains
an
abstract

entity.
Abstract
entities
attract
tautologies.
And
when
dealing
with
human

environments
such
as
organizations,
abstract
entities
are
everywhere
(Boy,
even

the
term
‘organization’
is
an
abstract
entity).


• So
how
do
I
substantiate
that
X
is
the
cause
for
Y
without
falling
into
the
trap
of

tautologies?

Aba
suggested
using
the
scientific

method,
the
“predicted
effect”
mechanism.

We
need
to
think
along
the
lines
of:
Based
on

the
same
logic
that
led
us
to
say
that
X
is
the

cause
for
Y,
what
other
effect
must
X
cause?

If
we

succeed
in
coming
up
with
an
answer,
with
another,

different
effect
(Z),
and
we
verify
that
it
exists
in
reality;

we
make
progress
in
establishing
that
X
is
the
cause.


The
less
likely
that
Z
exists
out
there
without
being

caused
by
X,
the
stronger
is
the
verification
that
X
is
the
valid

cause
for
both
Y
and
Z.



• I
should
go
back
to
the
examples
that
Aba
gave
me
to
check
that
I’ve
got
it
right.




 Efrat’s
Notes
 35




• Using
the
“predicted
effect”
mechanizm
is
not
always
easy.
Frequently
we
try
to

hypothesis
what
other
effect
might
X
cause,
and
the
only
thing
that
comes
to
our

mind
is
Y.

It
seems
that
the
original
cause
and
effect
create
a
mental
box
around

them;
sort
of
a
boundary
that
makes
it
hard
to
think
outside
of
that
box.
The
longer

we
are
stuck
in
that
mental
box
the
more
we
start
to
wonder
if
we
are
not
chasing

a
ghost;
we
start
to
doubt
if
another
effect
exists
at
all
in
reality.



• As
was
mentioned
more
than
once,
one
of
the
major
aspects
of
Inherent
Simplicity

is
that
causes
converge.
That
means
that
any
meaningful
cause
leads
to
more
than

one
effect.



• So,
when
we
try
to
substantiate
a
cause
by
using
“predicted
effect”
and
we
are

locked
in
that
mental
box,
at
least
the
belief
in
Inherent
Simplicity
gives
us
the

conviction
that
minimum
one
more
meaningful
cause
is
out
there.





 36
 Efrat’s
Notes








Having
the
confidence
that
we
are
looking
for
something
that
definitely
exists
is
comforting

but
not
enough.
I
could
use
some
simple
tips
to
help
come
up
with
the
predicted
effect.

Thinking
back
to
my
discussion
with
Aba,
he
actually
gave
me
2
tips:


1. Think
of
alternative
causes
for
your
effect.
Once
you
are
contemplating
2
or

more
causes
it
makes
it
a
lot
easier
to
come
up
with
a
predicted
effect
that

substantiates
one
of
them
and
refutes
the
other.
This
line
of
thinking
helped

when
Aba
and
I
discussed
the
hypothesis
that
sales
are
down
because
market

taste
is
changing.





 Efrat’s
Notes
 37




2. Explain
/define
the
cause.
Once
you
start
talking
about
it,
another
effect
to

verify
it
often
comes
up.
This
line
of
thinking
helped
when
Aba
asked
me
what
I

meant
by
‘people
resist
change’.





Thinking
back,
when
I
asked
Aba
how
to
practice
thinking
clearly
I
was
expecting
heavy
duty

artillery.
I
imagined
receiving
elaborate
instructions
for
taking
hefty
subjects
that
take
a

long
time
to
analyze...
I
truly
wanted
to
practice
thinking
clearly
but
I
couldn’t
really
see

when
I
would
find
the
time
for
it.
After
discussing
the
mechanism
of
predicted
effect
with

Aba
I
realize
that
I
had
2
wrong
assumptions:
I
do
not
have
to
wait
for
special
occasions
to

practice
thinking
clearly,
and
it
seems
that
it
doesn’t
take
long
to
go
about
it
either.
When

Aba
talked
about
practicing
thinking
clearly
he
referred
to
simple
every
day
incidents.

Practically
each
time
I
say,
read
or
hear
a
sentence
with
because/since/therefore
(terms

that
imply
cause‐and‐effect
relationship)
I
can
use
it
as
an
opportunity
to
practice.
No

excuses.
I
should
use
it.





 38
 Efrat’s
Notes




To
think
about
…
Chapter
16




• As
we
already
mentioned,
by
thinking
clearly,
thinking
cause
and

effect,
we
would
like
to
find
the
causes
for
effects
that
we

observe
in
reality.



• In
our
attempt
to
find
the
real
causes,
we
saw
that
one
trap
that

we
need
to
be
careful
not
to
stumble
into
is
tautologies.
Another,

very
different
trap,
is
our
tendency
to
blame.
As
much
as
I

thought
that
I
am
above
it,
my
father’s
test
was
right
in
my
face.

When
thinking
about
what
made
those
managers
behave
the

way
they
did,
the
first
thing
that
jumped
to
my
mind
was
to

blame
them.
I
didn’t
look
into
the
circumstances
to
see
if

something
there
could
explain
their
behavior.
I
immediately

assumed
that
it
was
all
their
fault.


• The
problem
is
that
our
mind
is
very
supportive
of
us.
Once
we

start
blaming,
our
mind
is
programmed
to
prove
us
right:
We

screen
out
predicted
effects
that
negate
the
blame
and
the
only

predicted
effects
that
we
seem
to
come
up
with
are
the
ones
that

sustain
it.



• That
means
that
if
we
are
determined
to
find
the
real
causes
we

have
to
be
very
careful
not
to
fall
into
the
blaming
trap
in
the
first

place.
Judging
from
Aba’s
sermon,
we
can
use
derogatory
terms

as
our
warning
signs:
If
we
notice
that
we
are
using
derogatory

terms
in
regard
to
someone
we
should
a
priori
discard
our

hypothesis
and
look
for
a
different
cause.





 Efrat’s
Notes
 39






 40
 Efrat’s
Notes




To
think
about
…
Chapter
18




This
makes
so
much
sense
to
me:


• We
have
emotions.
Emotions
drive
intuition.
Intuition
drives
understanding
and

results.
This
is
where
logic
is
coming
in:
If
we
learn
to
think
clearly
we
get
the
real

helix
–
more
and
more
of
each.


For
the
last
few
months
Aba
and
I
have
discussed
different
pieces
of
the
puzzle.
Now
at
last

I
can
see
the
big
picture:



• To
reach
a
full
life
we
need
to
have
enough
meaningful
successes.
To
have

successes
we
should
develop
stamina
to
overcome
failure,
have
many

opportunities
and
be
able
to
collaborate
with
others.
To
increase
our
ability
to
have

each
one
of
these
three,
I
can
now
see
why
we
should
invest
the
time
and
effort
in

learning
to
think
clearly,
think
cause
and
effect.



• In
order
to
be
able
to
think
clearly
we
need
to
bring
ourselves
to
overcome
4

fundamental
obstacles:


• The
most
profound
obstacle
we
need
to
overcome
is
our
ingrained
perception
that

reality
is
complex.
It’s
not
about
investing
years
in
accepting
that
reality
is
simple




 Efrat’s
Notes
 41




before
we
start.
All
we
need
to
do
is
give
the
idea
of
Inherent
Simplicity
a
serious

try.
Once
we
make
it,
and
see
for
ourselves
that
from
what
seemed
like
a
complex

situation
we
uncovered
one
root
cause
we
should
focus
on
to
solve
the
problem–
it

promotes
our
confidence
that
reality
is
indeed
simple.
Once
we
are
there,
we
will

be
more
willing
to
look
for
the
root
cause
the
next
time
we
encounter
a
serious

problem,
and
so
on.



• The
second
obstacle
we
need
to
overcome
is
our
perception
that
conflicts
are
given

and
we
have
to
live
with
them.
Here
again,
if
we
give
the
idea
of
Inherent
Simplicity

a
serious
try,
we
clarify
the
conflict,
surface
its
underlying
assumptions
and

challenge
the
wrong
one(s),
we
will
see
for
ourselves
that
conflicts
can
be
removed.

Then
the
next
time
we
face
a
serious
conflict
rather
than
settling
for
an

unsatisfactory
compromise
we
will
be
more
willing
to
invest
the
time
and
effort
to

remove
it.



• The
third
obstacle
we
need
to
overcome
is
our
tendency
to
blame.
Regardless
of

our
personal
view
on
human
nature
I
am
now
convinced
that
if
we
start
with

blaming
the
other
person
we
are
aiming
in
the
wrong
direction.
If
we
are

determined
to
solve
a
problem
that
involves
another
party,
no
matter
in
what
area,

we
should
fight
the
tendency
to
blame,
assume
that
the
other
side
is
good,
and

look
for
a
win‐win
solution.
Here
too,
if
we
do
it
once
and
it
works,
it
will
be
easier

to
avoid
blaming
the
next
time
around.


• The
fourth
obstacle
we
need
to
overcome
is
our
tendency
to
think
that
we
know.

Once
we
are
careful
about
it,
and
we
will
manage
to
considerably
improve
a

situation
we
thought
we
had
done
pretty
much
everything
that
could
be
done
with

it,
it
will
become
easier
to
accept
the
idea
that
every
situation
can
be
substantially

improved.





 42
 Efrat’s
Notes




This
is
interesting.
I
was
looking
at
these
small
helixes
from
a
motivational
perspective
–
the
harder

we
try
the
more
we
are
likely
to
succeed
and
the
more
we
succeed
the
more
we
will
be
motivated

to
go
about
it
again.
But
the
same
goes
for
our
skills
‐
the
more
we
try
the
more
we
will
improve

our
thinking
skills
and
the
better
results
we
will
get.
So,
this
means
that
no
matter
what
our
starting

point
is,
each
of
us
can
take
it
further
and
improve
our
lives.
Each
of
us,
if
we
want
it
hard
enough,

can
have
a
full
life.
All
we
have
to
do
to
start
is
make
that
choice.