People exhibit "Solomon's paradox": they are wiser when solving others' problems than their own. To overcome this, view your challenges through a third-person lens. Mentally frame the issue as if you were advising a friend—or even refer to yourself by name—to gain dispassionate clarity.
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True accountability extends beyond your own direct mistakes. Even when someone else is the cause of a problem, hold yourself responsible for having put yourself in that situation. This mindset empowers you to learn from the experience and avoid similar issues in the future by analyzing your choices.
To manage imposter syndrome, give your inner critic a name and face (e.g., 'Alicia, the head cheerleader'). This externalizes the voice, making it less powerful and easier to reason with. It transforms an internal monster into a humanized character you can understand and even empathize with.
The "Owner's Delusion" is the inability to see your own product from the perspective of a new user who lacks context. You forget they are busy, distracted, and have minimal intent. This leads to confusing UIs. The antidote is to consciously step back, "pretend you're a regular human being," and see if it still makes sense.
All concerns fall into three categories: your business (your control), their business (their control), and reality's business (uncontrollable forces). Stress and loneliness arise from mentally operating outside of your own business.
A practical technique to halt negative self-talk is to personify your inner critic with a ridiculous name (e.g., "ass clown"). When negative thoughts arise, you directly address and dismiss this character out loud or in your head. This act of externalizing the voice serves as a powerful trigger to break the negative thought cycle.
Experts often view problems through the narrow lens of their own discipline, a cognitive bias known as the "expertise trap" or Maslow's Law. This limits the tools and perspectives applied, leading to suboptimal solutions. The remedy is intentional collaboration with individuals who possess different functional toolkits.
When frustrated that someone isn't meeting your needs (e.g., "He should put the toilet seat down"), the "turnaround" shifts the responsibility back to you ("I should put it down"). This is an act of self-care, empowering you to solve your own problem instead of waiting for others.
The thoughts that cause suffering—like "they don't like me" or "things should be different"—are not original or personal. They are common, recycled narratives shared by all humans. Recognizing this universality helps to depersonalize and detach from them.
The 'Wati-Wat-Wat' (Work On That Thing You Don't Want To Work On Time) method combats procrastination by turning a solo chore into a group activity. By scheduling a dedicated time block to work alongside others on unpleasant tasks, you introduce social rewards and accountability. This rebalances the brain's value calculation, making the dreaded task more palatable.
The most common failure in problem-solving is rushing past defining ("State") and structuring the problem to get to the more gratifying "Solution" phase. A disciplined, multi-stage process forces a shift from instinctive (System 1) to deliberative (System 2) thinking, preventing premature and often flawed solutions.