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Welcome back to The Deep Dive. Today we're plunging

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into something really fundamental, that little

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question we all ask. What would happen if? It's

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like the spark behind everything, isn't it? From

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discovering fire way back when to, I don't know,

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modern science? It just drives us. It really

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does, that core curiosity. So for this deep dive,

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we've been reading this fantastic article. It's

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by Gary Ackerman over on Hackscience .Education,

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and the title is... Perfect. What would happen

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if? Simple title, but packs a punch. Totally.

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And it's not just about answering the question

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itself. It really challenges us to think about

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how we get to those answers, and maybe more importantly,

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what kind of hidden stuff might be getting in

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the way. And that's really our goal for you today,

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isn't it? To kind of unpack how that really simple

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question leads down some pretty complicated roads.

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We'll touch on the tools we're supposed to use.

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You know, observation. logic, controlling things.

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The scientific basics. Exactly. But then there's

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the tricky part, the big one, bias and how hard

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it is to actually reduce it. We want to give

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you maybe a shortcut, a way to see those hidden

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traps that shape what we believe, even when we

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feel totally objective, like seeing the blueprint

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of how we think and noticing the little cracks.

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OK, yeah, let's dig into that. So Ackerman starts

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right at the foundation, right? The core of science.

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Talk about observation, control, logic, all aimed

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at understanding nature, figuring out cause and

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effect, attributing changes to what we think

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caused them. Right. And these aren't just, you

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know, dusty old concepts for a lab coat. They're

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meant to be practical tools. Observation forces

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you to just look first before jumping to conclusions.

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Like really look. Yeah. And control, well, that

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helps isolate what's really making the difference.

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Cutting out the noise. Stripping away other factors.

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Exactly. Yeah. And logic. That's about making

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sure your argument actually holds water step

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-by -step. That A really leads to B, based on

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the evidence. What's fascinating is how these

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are basically our first line of defense against

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the biases we're going to talk about. They're

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designed to lead us to reliable conclusions.

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Right. Designed to. But even with that solid

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foundation, Ackerman points out this huge challenge.

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Uh -huh, the bias part. Yeah, he calls it, perhaps

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the most difficult principle of science to follow,

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the constant effort to identify and reduce bias.

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And honestly, reading that, it really, it made

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me think, can we ever fully get rid of it? even

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with the best methods. Well, that's the million

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-dollar question, isn't it? And Ackerman explains

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why it's so tough. We're usually just unaware.

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We don't see our own biases. Or end spots. Total

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blind spots. We think we're seeing clearly, making

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rational choices. But these biases are there,

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shaping everything. It's like trying to find

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your keys in the dark when you think you know

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where they are. Yeah. Good analogy. He gives

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a really clear example. Racist and sexist language.

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He points out that once you identify that language,

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Once it's challenged, you can consciously work

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on reducing it. But here's the really interesting

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bit. It's not just about saying less offensive

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things, which is vital, obviously. Of course.

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It's that by forcing yourself to change the language,

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the output, you actually start to challenge the

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underlying bias itself. Ah, OK. So tackling the

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symptom affects the cause. Precisely. It creates

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this, like, cognitive distance, you have to reevaluate

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the thoughts, the automatic assumptions that

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produce that language in the first place. Yeah.

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It forces kind of internal correction. Wow. But

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it brings up that huge question, right? How do

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you even start fighting something if you don't

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know it's there, if you can't even perceive its

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influence? Yeah, that's the core difficulty.

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Ackerman takes this idea of bias into a slightly

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different, maybe more subtle area, particularly

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in professional settings. He talks about our

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preferred methods of thinking and acting. Oh,

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OK. Not just the big societal biases, but our

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personal preferences. Exactly. It's less about

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overt prejudice and more about how we fall in

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love with certain ideas or ways of doing things,

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especially new, exciting ones. Right. He uses

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that great analogy, the shiny object. Yes. Like

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a new teaching method or maybe a new management

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strategy or even just a new app someone raves

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about. It catches our eye, it promises great

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things. And the trap, the psychological trap

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is that once we believe it's going to work. We

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start looking for proof that it is working. Exactly.

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We become predisposed to see confirmation. Our

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brain starts filtering everything. We notice

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the successes, maybe explain away the failures.

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Or attribute failures to something else entirely.

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Right. We might even sort of unconsciously steer

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things to get the result we want, just because

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we're so invested. It's like, you know, that

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new diet. Oh yeah, I know this one. You start

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it, you're convinced it's the answer. For two

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weeks, every little thing feels like proof. You

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feel lighter, more energy. Totally. Confirmation

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everywhere. Then, maybe a few months later...

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You're kind of back where you started, wondering

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what happened. That initial belief just colored

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all the data coming in. That is such a perfect

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example. We've all done that, haven't we, with

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diets or work projects or tech gadgets. And this

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brings us to Ackerman's really critical point,

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the one that shakes things up. Once we believe

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the method will work, then any data that we collect

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will confirm our bias. That statement just directly

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challenges the whole idea that we can collect

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objective data once we're already sold on something.

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It really does. But doesn't that create a problem?

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Like, how do we ever embrace genuine innovation

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if we're so suspicious of our own enthusiasm?

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Can we become too cynical? That is the Balancing

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Act. Absolutely. It's not about shutting down

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new ideas entirely. It's more about adopting

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maybe skeptical optimism. Skeptical optimism.

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I like that. Acknowledge the potential, but maintain

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critical distance. Ackerman isn't saying new

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is always bad. He's questioning the unquestioning

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acceptance. And that leads to his critique of,

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say, data -driven educators. But really, it applies

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everywhere. Anyone claiming their decisions are

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based purely on data. Right. Data -driven decisions

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are huge now. Huge. But Ackerman suggests they

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might be fooling themselves and the constituents

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if that data is just confirming a preexisting

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belief. So the data isn't driving the decision.

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The decision is selecting the data. Potentially,

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yes. If you connect this to the bigger picture,

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think about marketing campaigns, policy decisions,

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business strategies, any field where numbers

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are used to back up a strong conviction. We tend

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to find the data that supports what we want to

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be true or what we already think is true. And

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the danger is, well, bad decisions, wasted effort,

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lost trust when the data -backed plan fails.

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It's an echo chamber disguised as evidence. And

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this leads to what I thought was maybe the most

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powerful line in the article, that inversion.

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The opinion shaping the facts. Exactly. Instead

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of saying they're detailing the facts upon which

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they base their opinions, Ackerman suggests they

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might actually be detailing the opinions upon

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which they base their facts. And that just flips

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everything, doesn't it? It makes you question

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the entire process, not just the outcome. Are

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we finding truth or just confirming our opinions?

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It's a profound shift in perspective. It forces

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you to confront that uncomfortable idea. Maybe

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our beliefs aren't always the logical endpoint

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of analyzing facts. Maybe, often, the belief

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comes first, the preference, the shiny object,

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and that dictates which facts we notice, how

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we weigh them, even how we look for them. It

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challenges that ideal of pure objectivity we

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strive for. And look, this isn't just some abstract

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philosophical point. It has real consequences.

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How so? Well, think about public debates. People

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cling to ideas, even with contradictory evidence,

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by just dismissing or twisting the data, right?

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It happens all the time. Or, in companies, teams

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might stick with outdated methods they like,

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finding data points to justify it, instead of

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genuinely evaluating effectiveness. It's a constant

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battle against how we're wired. So, wrapping

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this up then, what's the big takeaway for you

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listening? This whole deep dive into Ackerman's

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article, it really highlights this ongoing, often

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invisible fight against bias. Even when we try

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to be scientific data -driven, our own preferences,

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those shiny objects, can subtly pull us towards

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confirming what we already think instead of discovering

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something new. It's a reminder that understanding

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isn't just about gathering information, but also

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about constantly checking the lens we're using

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to see it. It really is. And considering Ackerman's

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background, his books on technology and schools

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management. He's clearly thought a lot about

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how this works in practice. It makes you wonder,

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how can you, in your work, in your life, get

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better at spotting your own biases? When you

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see that new method, that convincing argument,

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that shiny object, can you pause and ask, what

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are the opinions here that might be shaping how

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I see the facts? Maybe try actively looking for

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stuff that contradicts what you initially think.

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Ooh, that's uncomfortable. It is. Ask, what if

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I'm wrong? Before you ask, how can I prove I'm

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right? It's not easy. It's a continuous process

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of, like, self -awareness. Really powerful questions

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to ask ourselves. Maybe just start noticing,

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you know? Notice when the data seems to line

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up perfectly with what you hoped for. Right.

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Just pause and question it. Was it objective

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discovery, or was it perhaps finding facts to

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fit an opinion, building that muscle, that vigilance

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seems crucial? Well, thank you for joining us

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on this deep dive into critical thinking bias

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and the slippery nature of objectivity. Always

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a pleasure. Until next time, keep asking, well,

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what happened if, but maybe, just as importantly,

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keep asking, how do I really know?
