Welcome to the show, Shane. Great to have you. Thanks, agent. John, I'm glad to be here. Now, when we think about clear thinking, many of us think about the most important decisions in our life, marriage, career, where to live. But it's actually the ordinary moments that matter a lot when it comes to clear thinking. And why is that, Shane? Well, you can think about this in a couple of ways. One way is when you think about who to marry or where to live or what career to have, you know you're making a decision. And it's a big decision. Generally speaking, you tend to be directionally correct. You're rational. You're thinking about it. You're thinking through different permutations and combinations. And, you know, you don't always get it right, but you pretty much do, right? Things change, and maybe things don't work out the way you want, but you get those decisions pretty well right.  It doesn't matter if you choose the best partner, you make that one decision. You choose the best partner. This person's perfect for you. But if you don't put in the work and you're not in the trenches with them, you're going to wake up to divorce papers. But we don't think of those little moments that sort of like can multiply these big decisions by zero as decisions. Like if you were to walk into the average house in the United States or Canada and you see a couple arguing over the dishwasher, who loads the dishwasher a certain way, right? A common sort of thing that people get into. If I were to tap people on the shoulder in that moment and be like, hey, you're choosing to pour water or gasoline onto this situation right now. What do you want to do? 999 out of 1,000 people would be like, oh, I didn't realize that was what was happening. I'm going to choose to put water on this situation because this isn't a big deal. Nobody cares. I don't want to escalate this. And so these little moments, these ordinary moments that we unconsciously make decisions in, we don't know we're making a decision. And those have the ability to undo all of these big decisions where we think we're making this decision. Oh, man, I picked the right partner. I'm set. No, you got to put work into that every day. You can't just coast on that. It's in those moments where life really begins, right? We've worked so hard to get to this point where we get to make this decision about moving forward. And then we think that's it. Well, that's where this is, as you mentioned it, if we're choosing that person, will the work in building this relationship is going to begin? If we're now choosing a different path in a career, this is the path that we've chosen that we have to make right. And so how we show up is going to determine whether or not that was the right decision to make. And we were going through the defaults, which we're about to get to. And the one line that stuck out to me was that if we're making these decisions through being pulled emotionally, it's almost like we're going through life on hard mode. Now, who wants to choose that, right? So let's go ahead and dive into the book a bit and get into what these blind spots or defaults are that cloud and muddy the waters in order for us to think more clearly. So the way to think about this is we're animals. And we share a lot in common with animals. So we're biologically hardwired to be territorial and self-preserving and ritualistic and hierarchical. We can't get out of that. We can't eliminate these things.  No, there's a lot of evolution behind this. The difference between us and other animals is we have the ability to pause and reason before we respond. We're not just instinctual. But if we don't use that ability, we're no better off than an animal in the wild. And we're going to react without reasoning. And so there's four sort of like defaults that I organize in the book around you're emotional, you're ego-driven, you're sort of social and inertia. And these things tend to create these situations either in combination or alone, where we're less likely to reason before responding. If you, a common scenario, you're at a meeting, one of your colleagues who's in competition for you for a promotion slightly says something passive aggressive. Well, what do you do? I mean, again, water or gasoline, you're making a choice, but you don't know you're making a choice. You're like, what are you doing right now?  Well, now I'm going to escalate the situation. And so we end up in these little situations all the time. And they primarily surround emotion and ego. When you're angry, do you make good decisions? No. That's why one of the core tenets of Alcoholics Anonymous is halt, right? Hungry, angry, lonely, tired. If you are one of these things, you are likely to make a really bad decision. And I think we're the same way, but ego, let's take territorial. Animals are territorial. So we think of a wolf running around and peeing on trees and marking its territory or a dog doing the same thing. But for us, our territory is our identity, how we see ourselves, how we want other people to see us. And that doesn't mean that that's an accurate representation of what's actually happening. But when somebody treads on that, or somebody pushes on that, well, now we're going to respond just like crossing that invisible border of an animal peeing, the wolf is going to respond, well, we respond the same way. And what do we do in that moment? We don't make the situation better at all. We often make it much worse. I love it in that equating identity to territory makes so much sense. And for us in our clients, we make all of them go through a process of identifying when they're in a heightened emotional state. Because when you realize that you're in a heightened emotional state, it's already too late. You've already been triggered. You're already then setting up in one of these defaults, whether it's your ego or an emotional default, or the social default. But if you can understand the things that put you in that heightened emotional state, you can begin to navigate those. You can prepare yourself if you're walking into a situation that is going to trigger you, or you can avoid it. So you don't have to worry about that. But once they all get that idea of what their body does, how it reacts to that stimulation, they become aware all of a sudden of, oh, this is where I get myself in trouble. And then of course, it always comes down to, as you mentioned, one of these identities, the ego default, the emotional default, social default, and the inertia default. So I think it would be great for us now to go in and go through each one of these and define them. So before we do that, I want to bring it back just a little bit. One of the key ideas in the book is that we think of decisions as being rational in the moment and making the best choice at the moment of the decision. One of the key ideas that I sort of talk about is the position you're in at the moment you decide determines the options you have available. And we've talked about this a little bit, right? So if I'm hungry, angry, lonely, tired, I'm not going to make a good decision. When I come home and we're arguing about the dishwasher, what position am I in? What kind of day have I had to make that happen? Well, I'm giving my partner or my spouse the worst part of myself because I had a long day, right? This stuff never happens early in the morning. It always happens late at night. This sort of dawned on me the other day. One of my kids came home and he handed me this poor mark on one of his exams. And he walks by like a teenager. He thrusts it in my face because he knows I need to sign it. And he's like, I did my best. It's upside down. So I know it's bad. I flip it over and I'm like, whoa, right? And he just goes by and I'm like, okay, now is not the time to have this conversation with him because I played sports as a kid. I don't know if you guys did, but most of my friends who played sports who quit, they always quit in the car ride home. It was always the parents pressuring, talking about things at the wrong moment. So I was like, I'm gonna wait. I waited things for his emotions to dissipate because I didn't want to pour gas on this. I want to water here. And then we talked later on that night. I think it might have been the next morning, but I was like, okay, let's talk about what does it mean to do your best? How do you describe this to me? And he's like, well, when I sat down, I read every question carefully. I went through the whole test. I did all my stuff and I'm like, oh, that's really interesting. You took the same approach that most adults take the decision making. At the moment of the decision, I did my best. But what you neglected to think about was the position you were in at the moment you sat down to write your test. Did you eat a healthy breakfast? No. Did you sleep the night before? No, I stayed up late. Did you study? No, I stayed up late because I was cramming. So I didn't study in the two or three days before like I should have. And because I woke up late, I was cranky and got into a fight with my brother on the way out the door. Well, did you really put yourself in the best position possible? Did you really do your best? All of those things are within your control, and they all determine what happens in that moment. So if you do all of those things, and I'll bring this back to the defaults, right? So if you're angry at the moment that you're making a decision, you're not going to make the best decision possible. Well, there's ways to avoid being angry in the first place. And we know what a lot of those things are. So emotion, ego, social inertia, inertia is sort of like your habits. They just continue whatever you've done, if it's working reasonably well, because changing your habits would admit that you're not getting the results you want. You don't want to admit that to yourself. That's a hard ego hit. Social. I follow best practices. I can't get fired. Well, of course, but if you do what everybody else is doing, you're going to get, by definition, you are going to get the same results that everybody else is getting. You have to create advantageous divergence or positive deviance.  And that fear, again, comes back to ego, right? A lot of this comes back to ego.  What if I'm wrong? What if I do something different and I get in trouble? And a lot of organizations don't encourage this experimentation with people, because if you do something different and you get worse results, well, you're the fool for doing something different. But if we look at Evolution again, which we've talked about a little bit, I mean, it all works through deviation. That is literally how we've all got here. And so it's fascinating to me that these things are so powerful. And we're triggered by the same things emotionally when our ego gets triggered or our anger or sort of fear. We don't make our best decisions in these moments. We have to get out of that state of being and into a better state. But it's not just recognizing, oh, I'm angry in this moment. What are the things, the practical steps that I can take? It's about how do I avoid being angry in the first place? How do I put myself in a position to deal with what's going to happen? And if possible, how do you lengthen the time between the decision being made and being in that state? Because many of us in these moments don't even realize we're making a decision. It's unconscious to us. So there is no gap. It's just happening. The anger outburst, the ego is wounded.  And at that point, you're not even prepared to create the space to make the better decision. Totally. So in the book, we talk about things like safeguards, where it's like, how do I prevent this from happening in the first place? And if I can't prevent it, how do I deal with it when it happens? And one of the things that we talk about that has been life changing to a lot of people who've read an early copy of the book is automatic rules for success, which is basically having the best version of yourself pre-decide what you will do in certain situations. But it has to be a rule. So we've been taught, our entire life, you need to follow the rules. I used to get polygraphed on this stuff. Like, this is like, you have to follow the rules. You can't break the rules. Speed limit 60, you got to go 60.  And so all these rules were programmed to follow. But we've never thought about, how do I switch this around and use those rules to my advantage? How do I create an environment, an artificial environment where my own rules are helping me? So you talked about drinks and social pressure. This is one that a lot of people feel or desserts another one, right?  And so common scenarios are like, I'm going out to dinner with some friends. I don't want to have dessert. But now, every time this happens, I have to make a choice. And that choice, I'm relying on willpower. And eventually, everybody loses the battle with willpower. And that choice is, I'm not going to have dessert. Because I've thought of it as a choice. But what if we create a rule? And our rule is, I just don't eat dessert. That's my rule. My dessert once a year on Christmas, whatever you want it to be. But my rule is, I don't eat dessert. Well, now when you're in the exact same situation with your friends, you're out, you just have to follow your rule. But more importantly, when you tell them, it's your rule, they won't push back because we've been taught not to push back on rules. And so if you just simply say, my rule is, I don't need dessert, you might have to do it twice, but they'll stop pushing it on you. That social pressure will be so much less. And you'll be able to do the things that you want to do. Your desired behavior will become your default behavior. And this is so powerful. Another example of how this has impacted people is working out every day. I don't know, but you guys, I don't like working out a lot of my friends, don't like working out either. A lot of them love working out. Those people, this rule is not for you, but work out every day. So about two or three years ago, during COVID, I was struggling to do these two or three time a week workouts. And what I found was, I was listening to this voice in my head, which is like, oh my God, you've had a long day. You have so much to do tonight. There's a million emails to reply to. Why don't we skip working out today? And we'll do extra tomorrow. And that little lie, right? I started negotiating with myself. I'm like, yeah, totally. You're right. That sounds great. Why don't we skip today? And I'll do an extra 20 minutes tomorrow. Tomorrow rolls around and that little voice is like, oh man, I got you yesterday. I'm going to get you today. And so I just created this rule and I was like, you know what, I'm just going to work out every day and see what happens. And that doesn't mean I have time for a 90 minute workout every day or even 60 minutes. So I reduce the duration or scope of what I'm doing, but I do it every day. It might mean I go to the gym and do squats. It might mean I just go for a little run. I do something that sweats every single day. And since I've done that, it's been so powerful because that little voice in my head doesn't say, should we work out today? You've got a lot to do. It's like, how do I fit this in? And what is the duration and scope of how I fit it in? And that conversation helps the best version of me get what I want out of life. And these things are just so powerful, right? I have all these little automatic rules. Like if I'm out with business colleagues, I stop drinking at nine o'clock. Nothing good happens at nine with people that aren't your friends. I invest in an index fund every month. I don't have meetings usually until 12 o'clock in the day. Why? Because my rule is I don't have meetings. I mean, there's violations of that rule on occasion, but I want the best time of my day, which for me is the morning reserved for the biggest opportunity that I have, not opportunity. One of the reasons that we don't focus and we don't get the outcomes we want is that we don't have the time for our prayer. We're always searching for this time. Oh, I know what's really important, but I don't have time to do it. Well, it's like, well, why don't we block off time every day? And I know a lot of people are probably listening to this going, oh, wouldn't it be nice to be able to block off till noon? Well, I started doing this when I worked at an intelligence agency. I didn't block off till noon because that would have been impossible. First, I started with 15 minutes and I just gradually expanded it. You look at my calendar. I was going out six months, but I was booking a meeting with myself six months out. And I'm like, okay, from 830 to 9 every day, I don't have meetings. So I start booking and then I would go from 830 to 930. And I would gradually just increase the time the further I got in that calendar. And then lo and behold, when this time ran, came around, I'm like, oh, I got this free time and I can start doing these things that I really know I need to focus on, but I don't have to find the time so that my outcome started to improve. And then we started to do it as a team because I'm like, well, if this works for me, I bet you it works for other people.  Each and every time someone goes to try to schedule a meeting with you, each and every time someone pushes back on your morning. Yeah, totally. So I get this idea from Daniel Komen. I was in his penthouse in New York and we were chatting and his phone rang and he took the phone. And towards the end of it, he was like, my rule is, I don't say yes on the phone. I'll get back to you tomorrow. And I was like, that sounds really powerful. Tell me about that. He didn't think of how to apply this to all these broad situations, but he hated saying yes on the phone because he often felt the social pressure to go along with whatever the person was. Do you want to meet for coffee tomorrow? Well, no, I don't want to meet for coffee, but you don't want to say that because you don't want to push back on people. Do you want to talk at my event? No, I don't want to talk at your event. And so he had all of these people coming inbound to him, asking him to do stuff that he really didn't want to do. And his way to dissipate the situation was like, my rule is I just don't say yes on the spot. I'll get back to you tomorrow. And he's like, it's so funny because I went from saying yes about 90% of the time to saying yes about 10% of the time by inserting, what did we do? We inserted this pause, the space between stimulus and response. So we took something that we know exists, stimulus response, and we've inserted through an artificial environment through a safeguard, we've inserted a way to pause. And we can do this at work too. There's so many other practical examples of this. If you think of one of the common scenarios at work is like, let's get together in a room and we're going to solve this problem. Well, first we got to figure out what the problem is. You go into this room, you get 15 or 12 or even eight type A people, somebody throws out a problem and they're like, here's the problem. And then everybody's like, oh, that sounds reasonably correct. And then what does everybody do? You jump into solution space. Right. How do we solve this problem? But nobody's actually paused and thought like, is this really the problem? And this is why we often solve the wrong problem. So how do you create a safeguard around this? Well, it's talking to Randall Stuttman years ago and he's like, you can have a firewall between these two things. And the firewall is we'll have two separate meetings. And they can, you know, you would regularly book this meeting for an hour and now you can do it twice for 30 minutes. And that firewall gives you the pause often overnight to think and reason rather than just react and respond. And what else happens? People give you better information because there's a lot of people who don't think that quickly on their feet or don't want to speak up at a meeting or don't want to say anything that goes against what everybody else is saying because they're worried about that social pressure. They have fear around it again, right? And so you end up with better information.  But last night at five o'clock when I was trying to get home and I was trying to get the kids hungry, you know, I was thinking all the groceries and the list of things I had to do.  But you know, this morning at eight o'clock through fresh eyes, no, I don't, you know, it's, it's kind of the problem, but it's not really the problem. If you do not isolate those points, you begin building a narrative in your mind of what the problem actually is. And then you're coming up with a solution for a problem that's not, that a lot of times isn't the problem by being more isolated in your thinking and more focused of what this meeting is going to be about, then everyone can contribute. But your cognitive processes are now are narrowed and they're focused on certain aspects that everyone can, and hopefully through that meeting, get more of a 360 high resolution view of what that problem is so that you can then have another meeting of, okay, now that we've talked about what it is, let's go over solutions. And in having an opportunity to discuss multiple different solutions to that problem keeps us from building out that narrative because the way we think is a narrative form. And so by putting in solutions, we start, we immediately go to, well, what that problem is going to be, if this is going to be the solution, it's not proper thinking, it's narrative. You know, it's not clear thinking, right? And so the idea is to sort of allow space, create natural pauses that don't impact the outcome. I mean, I worked in operations, right? Speed matters. But just breaking up those two meetings and waiting a night, which you can do 99.9% of the time, allows you to get clarity, get to a better decision, get to a better outcome. It doesn't mean you're going to be perfect every time. I don't want the illusion that we're going to be perfect. But it does mean we're going to be better than what we would have been otherwise. And there's sort of like a lot of these safeguards that we can put in place that just allow us to be clearer thinkers. And instead of recognizing when you're angry, which we also talk about in the book and what to do, it's more like, let's put a lot of effort into how do we avoid that situation to begin with? How do we structure an environment to be conducive so that that happens less frequently? So now that I'm exercising willpower, I need to recognize it a lot less frequently. And when it does happen, what do I do about it? Well, automatic rules for success, take care of that because I just need to follow my rule. And so it doesn't matter that I'm angry. I'm still in my head, the default, I'm hardwired to follow rules.  I don't talk bad about people. Maybe that's my rule. I don't talk for other people. That's a great rule to have at the office. I don't ever speak for other people. And I think it's just so important to think through the problems from a very different lens. Everything I read on decision making and clear thinking is like, fill out these spreadsheets and do these decisions.  But you overcomplicate things and people in the real world don't really do that stuff. Right? And you need to make it complicated because you need a whole class that's like 13 weeks and 50 hours. And funding and tenure. Yeah, anyone funding, anyone tenure. And the more complicated it is, you're the only one who understands it. You're the expert. There's a lot of recognition here. So I took a different approach, which is like, how do people think clearly in the real world? Why is it that some people are consistently better at getting better outcomes than other people? And is there a pattern that I can ascertain to those people? And the two things that really struck out for clear thinking are they position themselves well. So they're never out of position. They're never forced by circumstances into doing something they don't want to do. They manage their defaults. They do it through rituals and safeguards. And then they think independently. But you can't really think independently if you're not in the right position. Right. And you can't think independently if the situation is thinking for you or your defaults are thinking for you. So let's talk about rituals because this is something that's definitely changed my life. And I know for many of our coaching clients, their day starts with notifications and things to do for other people and inboxes. And they don't have rituals. But when we look at top performers, so if you're watching the US Open, there's breathing going on before that second serve, after they faulted on the first one, why they're emotional, the points on the line, like they need to get this in. So we can build rituals. They don't have to be day long events, hour long events, but they are a space for that pause that we're talking about. Unfortunately, as you were saying with a lot of professors, we have a default preference for action. We want to move. We want to move fast. We want action when in actuality, that action can work against us and creating rituals in your life can create the space and the pause necessary to start thinking clearly. I just want to add to that really quickly as well. I've also seen that for a lot of our clients, they're living life and being reactive to what's going on around them. And that being reactive then sets them up to be triggered and then they start recognizing these patterns, which is why they come to us. It's like, I'm seeing this pattern.  I need to break it. So for us, it's to move them to a position where they can be proactive in their day and how they're going to be handling that. And when you meet somebody who operates in that manner, you can see the rules that they have set up in their life so that they can be proactive rather than reactive. So to answer AJ's question, then go ahead, Shane, and clarify that for me. Yeah. So many thoughts on this, right? We're programmed to think in terms of speed, but not velocity. And the difference between the two is velocity has a vector. So velocity is speed towards a destination where I can run around in a circle and I'm going fast, but I'm really not going anywhere. And so once you start thinking in terms of speed towards target, towards destination, towards outcome, it changes things a little bit, right? What outcome am I running towards? Is this outcome worth wanting? That's a different question. And you can use rituals as a way that the best version of yourself, another form of safeguard, right? You can use the rituals, the best version of yourself once you follow them, and it becomes ingrained. I did this with my kids. They were sort of homeschooled during COVID to the extent that that was even possible. And then they switched schools after that, and they started getting homework again. So they hadn't had homework for a while. And I don't know about everybody else's kids, but my kids hated the idea of coming home after school and doing homework, right? So it was a battle. And we would do it at a different time every day, right? And during this time, right, they paid attention all day in class. They're young. That's hard on them. It's really a struggle. And they have 90 minutes of homework.  It's like, no, they got legit studying homework, test exams. And so they come home, and it was just big power struggle. And I was like, why don't we just create a ritual around this? You come home, you get a space. It's about 40 minutes for them to come home on the bus. They get a space. They can decompress. They can do their thing. They come home, they shower, and then they come down to the table, and they start doing their homework, the dining room table. And it took about a month to install this ritual. And every day, I would have to like, I wouldn't say force them, but remind them of what they wanted to do. And the way that we came up with this is super powerful for adults, too. It was like, what would the best version of yourself do? What would you want A pluses? What would an A plus student do in this situation? Well, they would come home and do this. What would the best version of yourself do? Same thing. Okay, why don't we try that and see how it works. So after a month of doing this consistently every day, and consistency is the key, and I want to come back to consistent in a second. I left. So I'm always home for the kids after school, but I wanted to see what would happen if for a few days, nobody was there. They came home, they showered, they went downstairs, and they did their homework. The ritual had taken over where willpower failed. They didn't need discipline. They didn't need willpower. They just followed the ritual. We're biological creatures. This is what we do. We follow the ritual. We follow the culture of the organization. We follow the instinct. The problem is, most of us are inconsistent. And consistency is the key to so much in life. It's like we're Sisyphus, right? We roll the boulder halfway up the hill, and we're like, you know, there's a lot of work. I'm going to come back to this next week. And what we leave and what happens to the boulder, it falls down. You think about learning a language, Duolingo. I've had hundreds of people I know sign up for Duolingo, and man, they're advocates for like two weeks. And then all of a sudden, they skip a day. Then all of a sudden, they skip another day. And then all of a sudden, they're no further ahead than they were. What happened? Consistency matters. You need to be consistent. You need to do just a little bit every day towards your goals. So the way to identify the rituals that are super important to you, or the ones that are getting in the way, and I had this thing, and I didn't come up with this. I forget who came up with it. I don't want anybody to think it's me. I don't actually come up with most of these ideas. I get them from other people.  They're documenting the life you want to have, the success you want to have. What would they see? What would you not want them to see? And then you start acting like the person who gets that success would act. The person that achieves success, maybe they don't wake up in the morning and check their phone and let other people use their day. Maybe they're more conscious about how they spend their time. Maybe they avoid all these things that I'm wasting my time on. And the biggest thing that we sort of miss is we often focus on things outside of our control, or again, going back to the gas or water on a situation. When we pour gas on a situation, we have to repair that relationship. And all the time that we spend focusing on things we don't control, fixing relationships because we reacted without reasoning, all that time comes to the expense of velocity, which is direction and speed. And it doesn't matter how fast you're going, but if you go inch by inch, even centimeter by centimeter, but you can pound that result day after day, week after week, month after month, you're going to reach your destination. And we don't often realize how we signal to other people and then they reflexively signal back to us. And in a lot of these negative rituals, we don't recognize that we're not only impacting our decisions, but we're impacting our team members' decisions. We're impacting our spouse's decisions. We're impacting our children's decisions. So one of my coaching clients was saying to me, I'd love to spend more time with my family. So I was like, well, let's walk through your day. What's going on? He has two companies, he's busy. And then I'm like, well, what do you do after dinner? That's a great time to spend with your family. And he's like, well, actually what happens is, I got to catch up on work for my side business. So I go back in the office and I'm answering some emails. And then every once in a while, I'll watch some YouTube videos and I'll get sucked in. And then what do you know, the kids are already in bed and my life is exhausted. I'm like, okay, well, that seems like prime family time. So let's go through the last four days of emails that you sent between six and six in the morning. And he went through the emails and I was like, well, was that something that could be handled at 9pm from your team member? Was that something that really needed a response? Was that person going to reply to that email at 10 o'clock at night? No. Okay. So we have a negative ritual here. We're ritualistically answering emails at a time that a better ritual for you would be spending that with your family and creating more time in the morning to just bang out those emails. Well, that also gets you out of your office, which you've admitted has a screen and all of a sudden you're watching stuff you didn't mean to watch and you're surfing things you didn't mean to surf. So we don't recognize that he's also stressing his team because now they're getting emails at 9 o'clock at night and they're like, I want to be with my family. Like, what do I do? I got to respond to this. And then they're conditioning him that everything needs a response. So they're going to rapidly respond back to him. And it's a vicious cycle that's not only impacting your decision making and you're not thinking clearly, but now your team members aren't thinking clearly. And you want to talk about affecting velocity. Well, if no one in the group is thinking clearly, we're moving fast. We got a lot of speed, but we're not going in the right direction. Totally. And as you're saying that, you know, it also ties to the ego default. One of the reasons that we do this is almost signaling to other people unconsciously. I don't think anybody consciously does it. But unconsciously, we're important. We're important at work. You know, what are we taught as people were taught that, you know, you need to contribute to your family. You need to do that. That's important. I'm contributing to the family when I do this. But this is the lie that we're telling ourselves like going for a walk with your partner and your kids every night, a ritual after dinner, even if it's like 15 or 20 minutes. I find I get the best information from the kids when we go for walks. There's no eye contact. There's nothing else to do. There's no screens anywhere. The kids just, it's phenomenal. The amount of stuff that they'll tell you in those moments, but we're fed. Oh, I got to check my phone. Why am I checking my phone? Well, I'm important. I'm so important that I have to check my phone. There's signaling involved in it. And I don't think it's conscious. I think it's sort of unconscious. And this goes to another idea we talk about in the book, which is sort of like making the invisible visible. So we have all this stuff going on under the hood. And how do we surface that? And how do we live more consciously? How do we get to the life that we want? We sort of talked about that a little bit in terms of getting, you know, making sure that we're going towards the destination we want and living life in a way that creates that environment, that system that we want to get towards. Yeah. And certainly, having these rules set up also allows you to create that velocity moving in the right direction. So you have focus on those goals. There are rules set up in order to be successful to reach those goals. And the usual things that become distractions that take us off of our focus, they don't have that opportunity to affect us. There, we now get to those when everything else is in place. And we're able to deal with those in a way that doesn't take away from well-being and satisfaction in life, where normally those things will. I mean, the culture that we're in is that in order to have a very stress-free life, you need to be laid back. Well, laid back puts you in a position to be reactive to everything, which has the opposite effect. You're now a slave to everyone else's issues, all the distractions that are around us with technology. It makes it difficult to get any traction, a momentum towards our goals. That needs to be, and this is why having an understanding of what is the best version of yourself and how it is that best version work towards its goals, and what are the processes that we need to put in place in order to stay focused and handle everything else? Because once those rules are set up, that's where your stress-free life is. You can be relaxed, you can go through your rituals, you can wake up excited every day for the rituals that you've created that you enjoy engaging in because they get you to where you want to be going. Yeah, I think one of the questions that people need to ask themselves annually, if not even more frequently, is where I'm going, where I actually want to go, where society has told me to go. Often, if you go to any retirement home or you pick up, I think it was Carl Pilmer who did this book, Lessons for the Living, from people near the end of their life, and the number one consistent thing in there was, if I could go back, I would spend more time on these things that society tells me is not the most important thing. And one of the stories in the book is sort of, who do we know that got money, power, and success and achieved all of those things?  Ephraines or Scrooge, the story has been around for a long time. Why did he want money, power, and success? Society told him those things were important, and he got all of those things. But the way that he achieved those things was mutually exclusive from living a life of meaning. So at the end of his life, he just wanted to go back and do it all over again. And I feel like conscious living and being proactive is not just proactive about moving toward the destination. It's proactive about, am I going toward the right destination? And I want to do that consciously because where you think you want to go when you're 20 is a lot different than where you want to go when you're 50. And so just checking in with yourself, which is like, yes, it's important to be proactive about moving towards that goal. But do I really have the right goal? Is this my goal or is this somebody else's goal? And I think that those, I do this yearly. So I usually go away. It's often in December, and it's like one night or two nights. And I sort of like, just do a check in with myself. And this is one of the questions that I asked myself, right? Am I going to the right place? Am I working towards the right goals? I think for many, the struggle with hearing that pause is then pause so long you get to worry. And you can't think clearly, again, you're on the other side of all the options. And am I making the right one? Am I going to regret this? So how can we avoid a pause turning into worry and again, ruining our chances of thinking clearly? Yeah, I think one of the concepts we talk about in the book is sort of ASAP or ALAP. And you can make a decision right away. If it's sort of a two-way door and there's low consequences, the cost of failure is really low, you can just make that decision on the spot.  I mean, you don't have to ruminate over this very long. You just pick up a new brand. If it doesn't work, it's like $2, or it's like $10 now. It used to be like $2 a couple of years ago. And the cost of undoing that decision is really low. Something like a TV, and I noticed this with friends, they would spend weeks ruminating over a TV. If you ascribed minimum wage to their time, they actually paid for the TV in research. Double triple. And so I came up with the concept like ASAP, ALAP, and how do you know it's as late as possible? Well, I came up with the idea of flop. First lost opportunity, stop flop or no. So you stop gathering useful information, first lost opportunity, or you know what to do. Those three situations, that's when you make a decision. But you don't ruminate in the meantime. You just let things percolate. So you don't obsess. And what happens is we start obsessing over these decisions. And so why is it that we end up doing this?  And what happens when we do that, we get emotional. Because we got all these threads.  What do we want to do in that moment? I don't know if everybody else is like me, but it's like, I got to get this off my plate. I'm just going to decide what do we do when we just decide. I'm just trying to check a box. I'm not trying to get towards the best outcome now. This TV, this dishwash, you know, like you just start going through these decisions and you're in the messy middle almost, right? Like you sort of, you're not being forced to make a decision. You don't have all the information and you're not thinking clearly. So how do we avoid all this stuff? Well, half of those decisions can be made right on the spot. So you don't have 50 threads. You might be able to have like eight or nine at one time, but most of us have like 50 and they're just ongoing, make the invisible visible, write stuff down, right? Like don't try to remember your grocery list. Just take out your iPhone and keep a note or sticky. I use stickies a lot. But I think it's so important to sort of think about how do we avoid analysis paralysis? And one of the other ways we do that is we know what matters. We know what destination we're going to go to. And we have the concept in the book of sort of like picking the most important thing and everybody's like, Oh, that sounds great. How do you actually do that? Right? And so we use stickies and the concept of like battling it out, right? And it doesn't mean that there's only one thing that matters.  You write down all the things and then you pick up another one and you compare it against the one in your hand that matters the most. And at the end of the day, you're left with one. And now you know instinctively, maybe not quite rationally, you know, you're not thinking totally through it, but you have an instinct about, this is the most important thing. And then you can check that instinct, which is like, is that really true? Yeah, that is. Okay. Now I know the most doesn't mean it's the only thing. But now I know what to focus on, what to optimize for, how to be proactive about going to get that. And I can communicate it to my team at work. So if I'm not around, everybody else knows what's the most important thing so they can make decisions without me, which is also scary, right? One of the the ego reasons that we don't do this is, you know, we don't want people making decisions without us. We want to feel really valuable. As much as I don't want to be a micro manager, I really like it when you come to me and like I tell you what to do. And I feel good about myself. But then we reach the ceiling of brute force, there's only so much of that we can do. And it ends up putting this invisible ceiling on us that we don't know we have. And my friend, Brent, be sure explain that concept to me, which is, you know, we only have so much time in a day, we're trying to create leverage with that time. If you're micromanaging every detail, every process, every decision goes to you. Well, that's going to consume all your time. And so now you're less leverageable than you otherwise could be. And I want to leverage things. I mean, I value time a lot. I want to outsource things that I don't have to do. I want people who are better at that thing to do it than me. Yeah, people who, people specialize in like all the stuff that you're doing, either in life or at work, you want them to do it, they're going to get better outcomes. And you sort of have to learn to sort of step back and let go and let other people take the spotlight. And that's really hard to do, but it's so powerful. I think we often feel action is enough. And it feels good to take action.  And they're like, I can't find the one. And I'm like, okay, well, explain to me what the one looks like.  Okay, well, that's half the globe. So you're just going to keep doing this action for the next 20 years. Like that's not at all a clear goal for you.  I'm doing the right things that society says and it feels good to take this action. But it just takes you further from the actual goal that you have. I've been that guy going on a lot of dates, right? Because you want to meet people and you think you're going to have this instant spark. And sometimes it actually works out that way. And a lot of times, you know, you build this and we live in a world where you go home and you like swipe right as soon as you get back. It's like, Oh, that was a good date. 10 years ago, we would be having a second day tomorrow. You know, but now I'm like, well, who else liked me while I was out on this day? Oh, well, stimulus response of getting this feedback. And then your friends are always asking you, well, did you go on any dates lately? Right?   And everybody gets a good laugh out of it. And then you go on your other hundred first dates and you're just hoping for the one at, yeah, there might be one person out there, but you're going to have to go on like a million dates to get to that person or luck out and just totally by chance.  All of that time can be invested into a second date with somebody where you're like, yeah, that could go somewhere. And you're not really losing time and you're increasing your velocity because it's like, often people are nervous on the first day. Absolutely. Often people aren't really themselves. They're positioning, right? They're posturing. They've got a mask on. They want to be on their best behavior. And so if you really want to get to know somebody and you think that, Oh, that was pretty good. Like I could have a conversation with this person again, instead of going back on your dating app and being like, Oh, here's the six other dates I can line up tonight. You sort of like, Oh, why don't we do this again? Why don't we do that tomorrow? And then you can start building something. It's also been a lot of the Hollywood movie magic where people are waiting for this serendipitous moment where there's these significant events that encapsulate and consume them emotionally. They're like, this has to be it. And the reality is if that's going on, this is probably the last place that you should be because you're not thinking clearly and not just Hollywood. You know, you ask your friends how they found each other and oftentimes they will fantasize a little bit. Your memory shifts towards, well, it was a special moment because this is my person. This is my partner. This is my spouse. You don't just say, Oh, they were the fourth swipe that night and I just ended up hanging out with them the next day. Can you imagine? It's like, Oh, my real date didn't show up. And so I booked another one and like, this is how we had a love meeting. Here we are. Back to that Hollywood thing. It's like we're expecting to show up on these dates and there's like this light from the heavens shining on this person and the world suddenly pauses and we're like, Oh my God, I just met my soulmate. And that happens. I totally believe in love at first sight and meeting your soulmate. I just don't think it's the most common scenario. It's not the best goal for everyone to shoot for by any means. Yeah. Well, then you show up and you're disappointed if that's what you're expecting. You're sort of like, Oh, this person is not that. And you discount the fact that you could probably build a lot of meaningful relationships with people, whether it turns into love or it's just a really good friendship. But you discount it when it's not what you want to see. Whether it's dates or whether it's mistakes, a lot of data is available to us based on past actions. You take your Daniel Kahneman example. I'm sure he learned a lot of yeses or not right for him in order to reach the conclusion that I have to create that rule. So how do we take the data from our mistakes and use them effectively to think more clearly into the future? Well, one way to do that is a decision journal. We have a template online if anybody's interested, which is like fs.blog slash dj for decision journal. And what you're really doing is it's really hard to calibrate your decisions without either feeling pain in terms of Daniel Kahneman waking up and having to travel and give a talk, maybe that he didn't want to give. And that's pain, right? So that pain triggers a reflection. You do it enough and you're like, wait, what am I doing here? I don't want to be doing this. But for most of us, we can just write down, like, here's what we knew. Here's what we thought would happen. Here's how I thought it would play out. Here are the variables, the situation. And then you go back and you don't have to share this with anybody.  It's really important that you don't do it on a computer because you don't want to convince yourself that somebody else wrote it and you will. But when you go back and you look at it, you're like, oh, I missed this, right? Or often we get directionally correct outcomes, but for the wrong reason, which is luck. We don't really quite understand why we got it right and our reasoning didn't make sense. But that helps us calibrate and that helps us learn from the data, right? We know what the outcome is at that point. We know how things played out. The other way to do it is sort of what we talked about earlier, use a film crew or work backwards, right? One of my favorite things for data is imagining myself when I'm 90 and I'm sort of like, I think it'll be like 120, but I'm like on my deathbed.  I'm surrounded by people and I'm unconscious, but I can hear everybody talking. And it's like, what are they saying about me? And are they saying the things that I want them to be saying or not? How this helps with data is like, am I living my life in a way that is going to engender those people to say those things or not? Or am I doing it like Ebenezer Scrooge where I'm living my life in a way to maximize for these variables, but I'm doing it mutually exclusive from what actually matters to me. And that data can help you change. And I had a near-death experience a couple years ago. That was a turning point, right? Because I'm like, I thought I was going to die. Felt like I was going to die. I had booked a flight to the States because I live in Canada and I was going to plot my credit card down at a hospital if I could get out of bed and sort of be like fix me. And I remember just lying there in bed going like, wow, if this is it, how would I have changed the last year of my life? What would I have done differently? And can I use that if I somehow come out of this, which looked pretty bleak at the time, could I use that information to live a more meaningful life? And we don't have to do this, we can just do this thought experiment. You don't actually have to nearly die to get this information. And I was like, you know what, I'm actually doing most of the things that I want to be doing. There's a few tweaks here and there that I sort of changed after, but that was really good feedback. And it comes back again, pause. Am I going towards the right destination? Or am I running in circles? And I'm running in circles because somebody told me to run in circles. And if you want to run in circles, that's great. Just be conscious about it and don't fool yourself into thinking that that's what you want, if it's not what you want. It's a beautiful exercise. Hopefully, many of us won't have to go through a near-death experience to get there. But a very valuable lesson in that reflection. Johnny and I are so thankful you joined us. We love asking every guest what their X-factor is. What do you think makes you unique and extraordinary, Shane? I don't know if I feel like I'm unique and extraordinary. I was thinking about this a little bit before. I feel like I'm just this dude who lucked out with a platform. And to the extent that that platform is valuable, I want to share other people's ideas and insights. And I want to make opportunity more equal than it currently is by making high-quality information accessible to everybody else. And if I can do that, I think I've left the world a better place. Well, you've certainly done it consistently and we appreciate it. Where can our listeners find out more about all of your great work and this new upcoming book? Yeah, the book on Amazon or anywhere books are sold, clear thinking, turning ordinary moments into extraordinary outcomes. I see John has a hard cover there. You can find me online at FS.blog. Email me your favorite section of the book at Shane at FS.blog. I don't respond to every email, but I definitely read every email. The last person, the last email I got was page 113 changed my life. So I want to know what page impacts you and what page makes a difference for you. Well, it's a great book. It's very easy to make your way through with all these great concepts and I'm excited to see the emails that our listeners send your way, Shane. Oh, thank you. Thanks, AJ. Thanks, John.


I just imagine that I am a train that you are so desperate to catch after your mid same exams, to reach your respective destinations where you come from. Somebody comes from Delhi, somebody comes from Bihar, somebody comes from the south, who comes from the south, I am lost. So, let me rephrase, how many of you guys are able to catch your respective trains to your destinations on time, who has missed a train to his or her house. So far, nobody was that was that, you have missed a train once, twice, once from where to where, Chennai too. Anyhow, forget about that. So, this Friday and this Friday and Saturday, you are going to be having your AutoCAD labs. So, the plan is the same as last time last week. So, two badges per session, both on Friday and Saturday, four noon sessions on Friday, afternoon sessions on Saturday. So, if you go through my webpage, I have chosen six problems, 1, 2, 3, 4, 5, 6. So, go through my webpage, you know which session you belong to, click on the respective problem, prepare the sketch, this time you are going to be getting only one hour to work on the AutoCAD lab. So, prepare your sketch as well, make sure you understand the object very nicely, very well. Go to your respective AutoCAD labs, work on the object, submit the problem and get graded. So, Friday and Saturday, we have AutoCAD labs. I would not be there, but two of my students, Mohit and Ramesh, they will be there to help you out and of course, collect your assignment sheets. So, was a little announcement, let us get started. So, a little recap, so I started with this example last time, last week and start with the top view and then drew the front view and we both agreed, we both agreed that the front view was quite congested, it had too many hidden lines, solid lines, center lines and that was something that we wanted to avoid. And one of the options was to of course, section an object into two parts and look at the section and draw the front view. So, there were different options that we had explored last time. The first one was the full section view, you take a section, you essentially divide the object into two halves, just throw one half off and look at the object, where the section plane incident towards you and then you draw the sectional front view, which is a lot much clearer option. So, the first choice, full section view, the second choice was the half section view, you can use the symmetry of the object, just take one quarter of the object out. On the left hand side in this example, you can choose to show the features as if you are drawing the orthographic view of the object, full details, hidden lines, solid lines, center lines. The right hand side, you can choose to show the section view. So, you have clarity over here, you have information over here, half and half, option two, full section view, half section view, then you have got offset section, where you choose the section plane to pass through different features of the object in the top view and correspondingly section the object in the front view, full section, half section, offset section, revolve section. So, this is an option that you choose to show the cross section of an object, cross section, not the section of an object, but the cross section of an object at some chosen section plane. . .Chosen section plane, cross section of an object, revolve the cross section to show show that on the front plane fourth option. Fifth option removed section very similar to revolve section you choose a section and show the cross section of the object in the front view not with the front view, but may be a little below or on the side that is the only difference and of course, aligned section here you tend to align different features with the section plane and then show the section front view with two things in mind number 1 clarity number 2 two dimensions. For example, Kevin last time said that you know if we did not align this thing along with this section plane because of taking the projection of this web over here that would not have shown the two dimensions of this web in the front view and that is the reason why we tend to go for aligned section in cases where our objects are not symmetric. Just a little recap we had seen this last time for clarity standard parts of course, they are not sectioned even when the cutting plane passes to them. So, some of those parts are shafts nuts bolts ribs spokes webs are sectioned lugs are not sectioned. Some examples that you had seen last time bottom line sectioning pertains to trade off between information and clarity. You have to choose what kind of information you want to give and alongside you have also to choose how clear you want your section view to be and these two terms information clarity pertains to both features and dimensions. So, since we are working with source peak orthographic projections I mean section view is in a way orthographic projection you need to show two dimensions. Of course, rules of orthographic projections are relaxed when we are working with sections we do not have to diligently follow those rules. Supporting and passing elements that do not participate directly in the main machine part are not sectioned essentially I refer to these ribs lugs bolts nuts spokes shafts these guys they are not sectioned. But then this is big question when do you decide what is section which part I will share little secret with you. So, this is a problem that was rejected as a medicine problem for you guys question number 4, but that is ok I mean do not get any ideas that I am going to be asking you this problem that is not going to happen. So, I chose this problem I start working on the solution to this problem. So, you have a big cylindrical feature over here a small cylindrical feature over here and this feature on the right and these three features are connected by this guy here and this guy here one look and the impression that you are going to be getting is that these two guys are what what are these two guys somebody said ribs what are they no clue. So, let me rephrase this question do these two parts participate in the main machine part are these important both of these. So, if I want to take a section of this object from here till here bottom through will I be sectioning these parts yes or no absolutely sure positively sure definitely sure these are not ribs these are not ribs fine I chose to represent them or I chose to depict them as ribs when I was working on the solution for this. So, I did not section I sectioned only the three main features the center cylindrical feature the top left cylindrical feature and this one I did not section the two parts in question and we sat we discussed this and one of my colleagues said well you know this does not seem right because they happen to be a part of the main machine part. So, they need to be sectioned. So, the entire thing gets sectioned. So, there is no point asking you guys to work on this question because you are going to be drawing the auto profile in the front view and you are going to be you are going to be sectioning everything. So, the entire thing is going to be hashed I agreed with them. So, these guys they need to be sectioned, but you know you guys are smart very soon you will figure a loophole in these rules I can foresee that and this is one of the things this is one of the counter arguments that you guys you guys are going to be giving me how about pulleys or wheels with spokes are spokes not the main part of the pulley because if you remove the spokes then the central part is hanging in the air what do we do in that case should be sectioned the spokes as well yes no see you guys are divided who says yes long hands both hands who guys I mean who if you say no of course the rest are you expecting me to give you the right answer I want I will not. So, there are certain questions for which you need to find the answers for yourself and I have given you two options either refer to your Bible or as God bottom line is yeah see the moment you say there can be various perceptions you are introducing subjectivity absolutely. So, in this case yeah. Is there a correct answer for these type of questions or there can be various answers various possible solutions find the answer for yourself you know I told you something about what is right and what is wrong quite some time ago no. So, find the answer for yourself. So, in this case you make the judgment that these guys are not to be treated as ribs and therefore, they need to be sectioned why because they happen to be the main part they happen to be part sparing in the main machine part on the other hand these guys happen to be quite important to some not to all but you choose not to section the spokes judgment is to be made yeah no. So, ribs think about the ribs what do they do you remove them you still have the object intact fasteners they are essentially different components they are different from the main machine part right no. So, I am not talking about the assembly I am talking about a single part in the assembly a single part in the assembly I am not talking about the entire assembly of course, I mean if I remove the bolts and that is from there the assembly is going to dismantle fine, but I am talking about a single part. So, go back ask yourself this what is important what is not ribs question ribs fasteners question fasteners spokes hubs question everything do a little bit of reading everybody little bit of reading follow the conventions and make a judgment try to develop some sense of judgment as to where you are going to be sectioning what. So, the certain conventions that you need to follow and you need to be finding the answers to these yourself of course, I have actually given you some help. So, if you have looked at that pdf document more in sectioning you will get something from there yeah you are thinking no think think a little more find the answer for yourself I am not going to be giving the answer. So, do not casual me do not coax me I am not going to be giving the answer I came here with my mind made I am not going to be giving an answer to this thing anyhow. So, keep working so something that I want to talk to you guys about you know you guys are in your second semester you still have 6 more semesters to go after this. So, it is a long marathon for you guys head of you 3 years the way I see and it was not long time ago that I was sitting along with you guys the way I see from both ends of the table that instructors help you guys prepare for pressure hunt you know at the end of your 8th semester or 7th semester you get something called a pay package pay package treasure exposure versus expertise. So, we do not expect you to become experts at the b-tech level this is when I say this I say this for myself I do not expect you to become experts after you b-tech on the other hand I expect you to get exposed to a lot of subjects you guys are going to be doing 6 courses a semester starting your second year. So, we will expose you to a lot of subjects and expose you really really a lot. So, this is what we do at the b-tech level this is what I do at the b-tech level expose you guys it is up to you whether you would want to become an exporter not at the end of b-tech if not not a problem definitely you have got something called the master's program definitely have something called a PhD program where you learn to where you learn more about any subject of your choice. So, do not expect yourself to become experts of subjects after you b-tech it is totally fine no no a lot and it is ok for you not to know everything it is perfectly ok. We give you hints we give you hints it is up to you how to use the hints for your treasure hunt I will talk about section of assembly today. So, this is the example that your 6.3 problem number 6.3 of your six lab this example pertains that. So, feel free to make sketches if you want to. So, you got four parts base plate you got two brackets you got a pulley and you got a shaft once again you got a base plate you got two brackets you got a pulley and a shaft you need to arrange them together into an assembly into a sensible assembly and show the sectioned front view full top view and I am not sure if I asked you to show the profile view did I anybody having a manual did I ask you to show the profile view as well no just the full top view and section by the way in all the examples that you have seen today and the previous lecture which view did I section was it always the front view or some examples top view some examples profile view just the front view what front only the front view null examples yeah why not top why not profile why only front why only front why not top why not profile priority FTP. So, front view is the top most priority view then comes the top view then comes the profile view. So, you would want to show as much details as possible with as much clarity as possible in the front view and then comes the top view and then comes the profile view right. So, by convention this is my impression by convention that people tend to section front views mostly really have I seen somebody section the top view and the profile view alright. So, these four parts base plate you got dimensions 150 by 80 four holes four arcs there is a little groove here there is something over here something over here where would the brackets go where would the brackets go here or here look at the dimension look at this dimension where would the brackets go. So, I will give you a hint the brackets will go over here one here the other one here. So, this guy is going to go just like that and if you flip this guy they come here between the two brackets you have a pulley which is supported by the shaft. So, let me start drawing do you have any questions so far any questions how I wish I could be sitting on there and dozing off it is like a puzzle for you I have given you different parts you need to fit them together you got the numbers you got the numbers dimensions what is the best way to assemble these guys together. So, that makes sense study this problem when you are working on your sketches anyhow. So, I will start drawing I would want all eyes on the screen things are going to get nice and messy at the same time. So, if you think about this all you need to do when you are drawing the sectioned view of the assembly is to just cut and paste the respective front views nicely cut and paste the respective front views this is what I am doing the base plate do not worry about the dimensions do not worry about the projections as yet base plate quite simple you got two cylindrical voids and then you got a bracket on the left a bracket on the right I am going to go a little slow got the ribs on the bracket center line two little holes in the bracket counter sunk or counter bow a cylindrical void to allow the shaft to go in on both sides the center line I think your brackets are done you start working with the shaft. So, this is your shaft a little taper on both sides and then you start drawing the pulley that is to be housed over the shaft. So, I am a little careful here I am not showing all the details that you actually see in the respective front views there are certain lines which are going to be missing of course, because I have taken the section plane and I have cut the entire assembly half and half what this how is it is. So, I got the base plate there I got bracket one over here bracket two over here flipped I got my shaft over here over which I got the pulley of course, everything is sectioned. So many lines messy enough messy capital M capital E capital S capital S capital Y or I the soccer guy Lionel messy. This is where things start getting beautiful wait and watch hatching lines or hash lines at 45 degrees the distance between two hash lines is almost uniform the brackets are sectioned differently the left bracket positive 45 degrees the right bracket negative 45 degrees or 135 degrees you would want to avoid something like this in your diagram is to be perfect and then you start hatching the base plate again 45 degrees, but with a larger spacing between the hash lines the pulley again larger spacing minus 45 degrees messy and beautiful yes no was that why larger spacing these are 4 different components these are 4 different components they have to be shown using different hashed lines 45 degrees less spacing 45 degrees minus 45 degrees less spacing plus 45 degrees more spacing minus 45 degrees more spacing. So, people tend to use you know 30 degree hash lines 60 degree hash lines at times. So, there are different conventions that people tend to follow do a little bit of reading it is a different component it is perfectly for you to want this to be positive 45 degrees want this to be negative 45 all you need to show using hash lines is that these are different components 4 different components the ribs are not hashed the shaft is not hashed and then I am going to be introducing fasteners a bolts they will not be hashed good enough they should be lighter than the solid line. So, maybe 2 h so, this is where you can practice your art in technical drawing. So, make this as beautiful as you can then what so, as I said I mean people tend to follow different conventions. So, at times people tend to use hatching so, that they are like 2 hashed lines which are very close to each other separated by a gap followed by 2 again closely placed hash lines you can vary the degree. So, I actually have chosen plus 45 and minus 45, but you can work with plus 30 minus 30 plus 60 minus 60 do not make them vertical because they get confused with you get confused with these lines do not make them horizontal does not make sense slightly slanted. So, the range is 32 45 30 60 all right nuts and bolts so, people use different conventions I am going to be introducing you to one of them of course, for the bolt you got the head which is hexagonal nature you can actually have square heads also there are different kinds of bolts. And then the shank of the bolt you can have a part of that threaded or you can have the entire shank threaded and people so, what people do is people say well this is the hexagonal bolt with some nominal diameter D. So, they would give you the diameter of the shank the outer diameter of the shank D and you have to figure out well by convention the size of this bolt depends on D the minor diameter of the threads that also depends on D this guy here that depends on D I will show you have one of the conventions at people tend to follow. So, start with the top view so, imagine that you are looking at the bolt from this direction in the top view start with a circle with 1.8 times D where D is the diameter of the shank draw hexagon lab 1 the vertex to vertex distances 2 times D the face to face distances 1.8 times D your top view is not yet over but, I have started with the front view take the projections this distance here this distance here is usually taken as 0.7 times D everything is with regard to over respect to the nominal diameter of the shank this angle is 30 degrees draw horizontal. So, you get 3 points 1 2 3 1 2 3 1 2 3 with these 3 points in the respective regions rectangular regions draw 3 arcs. Now, look at this guy here and try to compare this guy with this guy what would this arc correspond to what would this arc correspond to may be essentially the projection of this arc over here. So, this nut is chamfered so, will be projection of this arc this here would be projection of this arc and this arc will be the projection of this one here draw vertical lines draw the shank of the bolt diameter D. So, that measures the outer portion of the threads just follow this you would also be given the length of the bolt and the threaded length L T by convention. So, this angle is 45 degrees this angle is 45 degrees this little taper down here by convention we represent the threads by 2 solid lines and 2 thick solid lines and 2 thin solid lines and this distance between 2 thin solid lines is 0.8 D. So, these guys they represent the outer portion of the threads they represent the inner portion of thread this is just one of the conventions that people follow there are many other conventions. So, those in mechanical you will be learning a lot more in 251 you mean 251 this one in the top view in the top view of course, this is symmetric rather this is axis symmetric look at the way I am representing the threads in the top view the nominal diameter thing is a dotted circle of diameter D that is the outer portion of the thread the inner portion of the thread is represented by 3 quarters of a circle it is a broken circle and they are dotted because they are hidden of course, they are dotted because they are hidden. So, if you were to show the bottom view of the bolt in these 2 circles they would have been solid of course, there will be a bigger circle nicely nice or not no boring too many ratios to work with this one diameter of this is D diameter of this is they should be they should be they should they should.   So, I can reach you guys, but people who are asking questions peers of yours who are asking questions to me if you can lend a polite ear to them not only will you be able to hear my answer if I am ready to give that you will also be able to hear the questions yes it corresponds to the chamfer on the net. So, chamfer on the head of the nut. So, see how this is made. So, it is not a regular hexagonal structure. So, there is something some manufacturing operation that has happened on the head of the nut head of the nut through which these portions they have gotten smoothened in some sense good question. As far as the drawing is concerned as far as this convention is concerned pitch is not the information that we provide, but the only information that we provide with the nut is the nut has this normal diameter D through which you get the other features the length of the shank the threaded length and the pitch or may be pitch is also part of the convention. This one this one what should be alright. So, did I ask you to draw the bolt also with your assembly view look at question number 6.3 did I yes or no no yes or no no you guys also lucky just in case just in case if I need to show the assembly the full section assembly along with the two bolts on the left and on the right. Oh by the way before before I go there the nut is going to be something very similar to the head of the bolt just that this part will also appear over here. So, chamfering at both the ends of the nut alright. So, this is how the final full section assembly looks like I am a little curious I am a little curious what was that for I mean are you trying to appreciate my drawing over here or what no anyhow ok yeah repeat your question please hold on hold on and can you be a little louder they are not important for what just two or three minutes I will be done I am going to say this in Hindi or maybe not you are doing five one or two five one or two what is that is that a mechanics course or what mechanics guys come on come on come on come on I am not as exposed as you are come on come on anyhow. So, if I talk about mechanics there is something called a reference frame ok. So, whenever I make a statement I make a statement relative to some context ok. So, the statement that you were making well some politicians will say that I have been miscoted. So, I have been miscoted I am without politics. So, when I say they are not important I speak in relation to with respect to sectioning ok. So, in sectioning I have to make a judgment as to which parts I need to section and which parts I do not need to section because if I keep on sectioning everything then there is no point ok. So, that statement is in relation to sectioning of course, nothing both are important right yeah they represent both think about that they represent both it is a tight fit sorry sorry sorry sorry. So, it is this threading that is important not this one. So, this one the bolt is nicely able to get in ok. So, there is no threads there are no threads over here ok. So, there is some clearance the bolt is nicely able to smoothly able to come in and then it gets fastened over here. So, sorry I mistook your question they were just going inside ok. So, if you think about that then look at look at this portion of drawing look at this portion of drawing ok. So, the nut and the bolt they both have interlocking threads thank you I was groping for that word they have interlocking threads. So, the solid line at the outer side and the thin solid line at the inner side they both represent the inner as well as the outer threads right think about that alright. So, before I leave the floor if you draw the full assembly of this this is how your full sectional front view will look like and that is how your top view will look like and just appreciate the clarity at the bottom and the complexity at the top clarity at the bottom complexity at the top 2 c words ok.


How important is it for people like her to step forward and say, you know, here's what you need to know about where I came from. You know, they made me stick to a script. I was not doing independent journalism. And you should, I mean, is it important that we have whistleblowers in journalism right now like her? Oh, never more important than now. You know, and the fact is that she said her colleagues at ESPN were allowed to touch on these subjects, but from the left wing point of view, and that was fine. But once she started talking about things from a center-right position, she got in big trouble. And I love what she says. She says, you cannot pick and choose who is allowed to speak. And we see that all over the globe right now, especially in the West, where people are getting silence for their non-publicly correct views.