Latest / Deep Thoughts / Why Better Isn’t Always Better: Noriaki Kano’s Theory of Satisfaction

Transcript

Why Better Isn’t Always Better: Noriaki Kano’s Theory of Satisfaction · Deep Thoughts

• 0:02
  Speaker 1: Imagine this specific scenario for a moment. You just got
• 0:04
  Speaker 1: off a brutal, exhausting six-hour flight. You navigate your way
• 0:08
  Speaker 1: through a crowded, noisy airport, take a painfully slow taxi,
• 0:13
  Speaker 1: and finally drag your suitcase into your hotel room.
• 0:15
  Speaker 2: Which is an experience we all know too well, unfortunately.
• 0:18
  Speaker 1: Absolutely. So you swipe your plastic key card, the light
• 0:21
  Speaker 1: turns green, the door clicks open, and you walk in
• 0:24
  Speaker 1: to find a freshly made bed. Do you immediately run
• 0:27
  Speaker 1: back down to the lobby, demand to see the manager
• 0:30
  Speaker 1: and offer them your highest praise, simply because the door
• 0:33
  Speaker 1: lock actually worked.
• 0:34
  Speaker 2: I mean, of course not. You do not even register it.
• 0:36
  Speaker 2: It is completely expected.
• 0:37
  Speaker 1: But what if it did not lock? What if anyone
• 0:39
  Speaker 1: could just push that door open? Your entire trip is
• 0:42
  Speaker 1: ruined instantly. Your basic sense of safety is gone. It
• 0:47
  Speaker 1: is a strange paradox of being human. The moment something
• 0:50
  Speaker 1: works perfectly, it becomes completely invisible to us. And this
• 0:54
  Speaker 1: invisible success is exactly what we are exploring today.
• 0:58
  Speaker 2: That invisible success is the perfect entry point. Welcome to
• 1:01
  Speaker 2: the Deep Dive. We are going to explore why adding
• 1:04
  Speaker 2: more features to a product or an experience sometimes completely
• 1:07
  Speaker 2: ruins it.
• 1:08
  Speaker 1: We will also look into how our expectations are constantly
• 1:11
  Speaker 1: evolving and why objectively making something better does not always
• 1:15
  Speaker 1: result in people feeling happier. Our mission today is to
• 1:19
  Speaker 1: unpack the psychological architecture of what people genuinely value.
• 1:23
  Speaker 2: Which is vital because the common approach to improvement is
• 1:25
  Speaker 2: what we might call the checklist mentality.
• 1:28
  Speaker 1: I see this checklist mentality everywhere. It is the deeply
• 1:31
  Speaker 1: flawed assumption that checking more boxes, adding more features, and
• 1:36
  Speaker 1: expending more effort automatically creates a proportional amount of happiness
• 1:41
  Speaker 1: or value.
• 1:42
  Speaker 2: Well, we assume that if something is good, giving you
• 1:44
  Speaker 2: more of it will proportionally increase your satisfaction. We operate
• 1:48
  Speaker 2: under the delusion that value is just a straight, predictable line.
• 1:51
  Speaker 1: Value is absolutely not a straight line, though.
• 1:53
  Speaker 2: That assumption is precisely where organizations and individuals go entirely astray.
• 1:59
  Speaker 2: To understand why, we rely on a core analytical framework
• 2:02
  Speaker 2: originally developed by Noriaki Kano. It maps out what we
• 2:05
  Speaker 2: can call the emotional geometry of satisfaction.
• 2:08
  Speaker 1: The emotional geometry. That is a compelling term. How does
• 2:11
  Speaker 1: this framework actually map our preferences?
• 2:13
  Speaker 2: It categorizes human preferences into distinct buckets, proving that not
• 2:18
  Speaker 2: all improvements are weighed equally by the human mind. Instead
• 2:21
  Speaker 2: of a simple checklist, we have to examine three distinct
• 2:25
  Speaker 2: ways humans perceive quality and value.
• 2:28
  Speaker 1: To dismantle this checklist mentality, I guess we need to
• 2:31
  Speaker 1: categorize these three distinct worlds of quality. What is the
• 2:35
  Speaker 1: first category we need to look at?
• 2:37
  Speaker 2: The first world is foundational expectations, often referred to as
• 2:41
  Speaker 2: must-be quality. You already mentioned the hotel door lock in
• 2:44
  Speaker 2: the introduction.
• 2:44
  Speaker 1: That is the perfect example of something that simply has
• 2:47
  Speaker 1: to function.
• 2:48
  Speaker 2: Absolutely. Another prime example is your banking application keeping your
• 2:52
  Speaker 2: money secure or your vehicle having functioning brakes. The fundamental
• 2:56
  Speaker 2: rule of this category is that success is entirely invisible,
• 3:00
  Speaker 2: but failure is devastating.
• 3:01
  Speaker 1: You never applaud your bank for not losing your life
• 3:04
  Speaker 1: savings on a Tuesday.
• 3:05
  Speaker 2: You certainly do not. But if they suffer a security breach,
• 3:08
  Speaker 2: your trust is permanently destroyed. You cannot earn extra credit
• 3:12
  Speaker 2: for simply doing what is absolutely expected of you. The
• 3:15
  Speaker 2: foundation just has to be there.
• 3:17
  Speaker 1: That makes perfect sense for the baseline. But we obviously
• 3:21
  Speaker 1: want more than just the bare minimum in life. which
• 3:24
  Speaker 1: leads to how we actually measure improvement. Where does effort
• 3:28
  Speaker 1: actually translate into satisfaction?
• 3:30
  Speaker 2: That brings us to the second world, which represents one-dimensional quality.
• 3:34
  Speaker 2: This involves performance metrics, where the correlation between effort and
• 3:38
  Speaker 2: satisfaction is entirely predictable.
• 3:41
  Speaker 1: So this is where the straight line actually exists.
• 3:44
  Speaker 2: Precisely. In this category, more is truly better. When you
• 3:48
  Speaker 2: order a package online, faster delivery increases your satisfaction. When
• 3:53
  Speaker 2: you buy a laptop, a longer battery life or greater
• 3:56
  Speaker 2: storage capacity makes you happier.
• 3:57
  Speaker 1: You notice the improvement and you genuinely value it. I mean,
• 4:00
  Speaker 1: if my battery lasts 20 hours instead of 10, I
• 4:03
  Speaker 1: am twice as happy with the battery.
• 4:05
  Speaker 2: That is a perfect illustration. We have the invisible baseline
• 4:08
  Speaker 2: and we have the predictable linear improvements.
• 4:11
  Speaker 1: But neither of those explain true loyalty, do they? Or
• 4:14
  Speaker 1: that feeling of being completely amazed by an experience. I mean,
• 4:18
  Speaker 1: my banking app is functional and my phone battery lasts
• 4:21
  Speaker 1: all day. but I do not necessarily feel a deep
• 4:24
  Speaker 1: emotional attachment to them. Where does actual customer delight come from?
• 4:29
  Speaker 2: That profound emotional attachment lives in the third category, which
• 4:32
  Speaker 2: is attractive quality. This is the realm of unexpected delight.
• 4:37
  Speaker 1: Unexpected delight. Features we did not even know we wanted.
• 4:41
  Speaker 2: Exactly that. These are the features or experiences people do
• 4:44
  Speaker 2: not explicitly ask for, but they absolutely love them upon discovery.
• 4:48
  Speaker 2: Think back to the very first time a smartphone featured
• 4:51
  Speaker 2: a camera capable of taking genuinely beautiful photographs.
• 4:55
  Speaker 1: Nobody was marching outside tech headquarters demanding a high-definition camera
• 4:59
  Speaker 1: on their phone.
• 4:59
  Speaker 2: They were not. But once they experienced it, they were
• 5:02
  Speaker 2: completely amazed. Or consider a scenario where a customer service
• 5:05
  Speaker 2: representative solves a complex billing dispute in 10 seconds rather
• 5:09
  Speaker 2: than subjecting you to a 30-minute phone maze.
• 5:12
  Speaker 1: That is definitely an attractive quality. But I have a
• 5:15
  Speaker 1: question about this. How are companies supposed to figure out
• 5:18
  Speaker 1: what delights us if we do not even know ourselves?
• 5:22
  Speaker 2: That is the core challenge of innovation.
• 5:24
  Speaker 1: It reminds me of the classic, though perhaps metaphorical, faster
• 5:28
  Speaker 1: horse analogy. If you ask people in the 19th century
• 5:31
  Speaker 1: what they want for transportation, they say a faster horse.
• 5:35
  Speaker 1: They do not say an automobile because the concept simply
• 5:38
  Speaker 1: did not exist in their paradigm.
• 5:40
  Speaker 2: Their brain had no architecture for it.
• 5:42
  Speaker 1: If people only understand the confines of their current reality,
• 5:46
  Speaker 1: Asking them what they want seems like a fundamentally flawed
• 5:48
  Speaker 1: method for discovering this unexpected delight. Are market surveys basically
• 5:53
  Speaker 1: useless for finding attractive quality?
• 5:55
  Speaker 2: You are highlighting a crucial limitation of stated preferences. Customers
• 6:00
  Speaker 2: are phenomenal at articulating their current friction points. They can
• 6:03
  Speaker 2: easily tell you that their battery dies too quickly or
• 6:06
  Speaker 2: that their delivery is too slow.
• 6:07
  Speaker 1: They are excellent at diagnosing one-dimensional quality failures.
• 6:11
  Speaker 2: Yes. They are terrible, however, at imagining radically different future solutions.
• 6:17
  Speaker 2: You cannot demand an experience you have never conceptualized. Attractive
• 6:21
  Speaker 2: qualities exist completely outside the customer's current expectation set.
• 6:25
  Speaker 1: Which means they must be discovered through behavioral observation or
• 6:29
  Speaker 1: experimentation rather than direct surveys.
• 6:32
  Speaker 2: Absolutely. But there is a catch. Even if an organization
• 6:36
  Speaker 2: manages to observe behavior and create that perfect unexpected feature...
• 6:41
  Speaker 2: That feeling of delight is incredibly fragile.
• 6:43
  Speaker 1: What happens to that feeling over time?
• 6:46
  Speaker 2: The moment that new magical feature is introduced, it immediately
• 6:49
  Speaker 2: begins to decay. That decay is driven by the evolution
• 6:53
  Speaker 2: of expectations.
• 6:53
  Speaker 1: I see. The goalpost starts moving immediately.
• 6:55
  Speaker 2: We can look at historical progression of this moving goalpost.
• 6:58
  Speaker 2: Front-facing cameras on phones, complimentary Wi-Fi in hotels, air conditioning
• 7:02
  Speaker 2: in homes, same-day shipping. Every single one of these started
• 7:05
  Speaker 2: as a magical differentiator.
• 7:06
  Speaker 1: They were the peak of attractive quality when they were introduced.
• 7:09
  Speaker 2: And today. They have entirely devolved into basic must-be requirements.
• 7:14
  Speaker 2: They went from being a surprise to being a mandatory expectation.
• 7:17
  Speaker 1: This essentially creates an innovation tax for creators. Every successful
• 7:21
  Speaker 1: innovation raises the baseline against which all future experiences are judged.
• 7:26
  Speaker 2: The creator does not receive permanent credit for introducing the innovation. Instead,
• 7:31
  Speaker 2: they face severe punishment if they stop delivering the new normal.
• 7:35
  Speaker 1: If a hotel removes its free Wi-Fi today... Customers do
• 7:39
  Speaker 1: not remember the decades before Wi-Fi existed. They simply leave
• 7:42
  Speaker 1: a terrible review and never return. Let us unpack this
• 7:46
  Speaker 1: from a psychological standpoint because we can connect this business
• 7:49
  Speaker 1: phenomenon directly to human biology.
• 7:51
  Speaker 2: I would love to explore the biological root of this.
• 7:53
  Speaker 1: There is a well-documented psychological mechanism called hedonic adaptation. It's
• 7:58
  Speaker 1: basically a psychological treadmill. Evolutionarily, hedonic adaptation is a survival mechanism.
• 8:04
  Speaker 1: If our ancestors were permanently satisfied by finding one good
• 8:07
  Speaker 1: berry bush, they would have stopped foraging.
• 8:09
  Speaker 2: They would have sat there, felt perfectly content, and eventually
• 8:12
  Speaker 2: starved to death.
• 8:13
  Speaker 1: Our brains are biologically hardwired to reset our baseline dopamine levels,
• 8:17
  Speaker 1: so we are forced to keep striving. A new salary
• 8:21
  Speaker 1: or a new house feels transformative only until it becomes familiar. So,
• 8:26
  Speaker 1: if progress simply changes our reality, while our shifting expectations
• 8:31
  Speaker 1: continuously change the meaning of that progress, is sustainable differentiation
• 8:35
  Speaker 1: even possible?
• 8:36
  Speaker 2: Sustainable differentiation is exceptionally difficult precisely because of that dopamine reset.
• 8:42
  Speaker 2: Organizations and individuals are never competing against what was desired
• 8:45
  Speaker 2: five years ago.
• 8:46
  Speaker 1: They are competing against what is considered absolutely normal today.
• 8:50
  Speaker 2: The baseline is perpetually moving upward, driven by that biological
• 8:54
  Speaker 2: imperative to adapt and seek more. Because expectations shift with
• 8:58
  Speaker 2: such velocity, there's a tendency for organizations to panic.
• 9:02
  Speaker 1: They start chasing flashy, visible innovations while allowing their invisible
• 9:06
  Speaker 1: foundations to rot, do they not?
• 9:08
  Speaker 2: That introduces the paradox of invisible excellence and the simplicity trap.
• 9:12
  Speaker 2: Let us look at a specific scenario involving two airlines
• 9:15
  Speaker 2: to illustrate this.
• 9:16
  Speaker 1: I'm very familiar with airline analogies.
• 9:18
  Speaker 2: Airline A features gourmet food, stellar in-flight entertainment, hot towels,
• 9:23
  Speaker 2: and personalized greetings. However, they are consistently three hours delayed.
• 9:28
  Speaker 1: Sounds like a nightmare.
• 9:29
  Speaker 2: Then you have Airline B. they offer a boring, completely
• 9:33
  Speaker 2: unremarkable experience. The food is bland, the seats are cramped,
• 9:37
  Speaker 2: but they are flawlessly on time every single flight.
• 9:40
  Speaker 1: Airline A is attempting to use that unexpected delight, the
• 9:45
  Speaker 1: gourmet food and the hot towels, to mask a failure
• 9:48
  Speaker 1: in the foundational expectation of actually flying on time.
• 9:51
  Speaker 2: Which never works in the long term. When someone buys
• 9:53
  Speaker 2: an airline ticket, they are hiring that airline to do
• 9:56
  Speaker 2: a specific job.
• 9:57
  Speaker 1: The jobs to be done framework.
• 9:58
  Speaker 2: Yes. There is a concept in product design that suggests
• 10:01
  Speaker 2: you do not really buy a product. You hire it
• 10:03
  Speaker 2: to perform a specific job in your life. You hire
• 10:06
  Speaker 2: an airline to transport your physical body across the country
• 10:09
  Speaker 2: by three o'clock.
• 10:10
  Speaker 1: The fundamental job is getting you to a destination safely
• 10:13
  Speaker 1: and on time.
• 10:14
  Speaker 2: If the foundation collapses, the excitement layer becomes completely irrelevant.
• 10:19
  Speaker 2: the passenger eating the gourmet meal is still going to
• 10:21
  Speaker 2: miss their connecting flight. Delight is an amplifier of quality,
• 10:26
  Speaker 2: not a substitute for it.
• 10:28
  Speaker 1: We see this trap of accumulation everywhere, particularly in technology.
• 10:32
  Speaker 1: Imagine a banking application that starts with a clean, simple
• 10:36
  Speaker 1: interface for checking your balance. Over time, the company decides
• 10:40
  Speaker 1: they need to constantly innovate.
• 10:42
  Speaker 2: They fall into the over-engineering trap.
• 10:43
  Speaker 1: They add cryptocurrency trading, artificial intelligence, financial assistance, social feeds...
• 10:49
  Speaker 1: investment community forums, and complex personalized animations. Eventually, it becomes
• 10:54
  Speaker 1: virtually impossible for the user to perform the basic task
• 10:57
  Speaker 1: of checking an account balance.
• 10:58
  Speaker 2: The foundation is buried under the accumulation of features.
• 11:02
  Speaker 1: We tend to optimize what is easy to measure, like
• 11:04
  Speaker 1: deploying new product features, rather than what actually matters, which
• 11:07
  Speaker 1: is resolving small points of friction. Innovation just becomes mere accumulation.
• 11:12
  Speaker 2: Organizations essentially fall into two distinct traps regarding where they
• 11:16
  Speaker 2: spend their time and energy. The first is under innovation,
• 11:19
  Speaker 2: where they focus exclusively on foundational qualities.
• 11:23
  Speaker 1: So the product is technically competent, but emotionally sterile.
• 11:27
  Speaker 2: And completely interchangeable with competitors. The second trap is over innovation,
• 11:34
  Speaker 2: which is exactly what you described with the banking application.
• 11:36
  Speaker 2: They constantly add attractive features while neglecting the fundamentals. They
• 11:41
  Speaker 2: are decorating a fundamentally broken foundation.
• 11:44
  Speaker 1: A surprise gift in the mail does not replace fundamental
• 11:47
  Speaker 1: competence if the original circus was never delivered. You cannot
• 11:51
  Speaker 1: buy loyalty with a bonus feature if you failed the
• 11:53
  Speaker 1: primary job you were hired to do.
• 11:55
  Speaker 2: This emotional geometry does not solely apply to consumer goods
• 11:58
  Speaker 2: or software applications, though. It is a fundamental architecture that
• 12:01
  Speaker 2: governs human relationships, managing people, and our own personal development.
• 12:06
  Speaker 1: How does this map onto leadership and workplace culture?
• 12:09
  Speaker 2: If we apply this to being a manager, it becomes
• 12:11
  Speaker 2: painfully obvious when someone tries to decorate a broken system.
• 12:14
  Speaker 2: Installing a foosball table or offering free snacks in the
• 12:18
  Speaker 2: break room represents an attempt at unexpected delight.
• 12:21
  Speaker 1: But the superficial perks will never compensate for a lack
• 12:25
  Speaker 1: of psychological safety, unfair compensation, or incompetent management.
• 12:30
  Speaker 2: Those are the absolute must-be foundational qualities of any workplace.
• 12:35
  Speaker 2: A leader cannot decorate a broken system into a great experience.
• 12:39
  Speaker 2: The parallel to individual personal development is equally striking.
• 12:43
  Speaker 1: So we can map this framework directly onto an individual's life.
• 12:47
  Speaker 2: Your foundational expectations are your absolute non-negotiables. Adequate sleep, basic
• 12:52
  Speaker 2: physical health, and fulfilling your core responsibilities. They do not
• 12:56
  Speaker 2: make you feel spectacular every day, but their absence creates
• 12:59
  Speaker 2: severe physical and mental consequences.
• 13:01
  Speaker 1: And the one-dimensional metrics.
• 13:03
  Speaker 2: Those involve building skills, increasing your productivity, or advancing your
• 13:07
  Speaker 2: professional competence. The more effort you put in, the more
• 13:09
  Speaker 2: capable you become.
• 13:10
  Speaker 1: And the unexpected delights in life Are those sudden sources
• 13:13
  Speaker 1: of meaning? An unexpected friendship that develops out of nowhere?
• 13:18
  Speaker 1: A perspective-shifting travel experience? Discovering a hidden passion for a
• 13:23
  Speaker 1: creative pursuit you never previously considered?
• 13:26
  Speaker 2: Those are the attractive qualities of a lived human experience.
• 13:29
  Speaker 1: This highlights the danger of treating human life strictly like
• 13:32
  Speaker 1: a performance dashboard, which is very common in modern self-improvement culture.
• 13:37
  Speaker 1: We track our daily steps, our sleep cycles, our caloric intake,
• 13:41
  Speaker 1: and our income.
• 13:41
  Speaker 2: It is the return on investment trap.
• 13:43
  Speaker 1: We optimize the predictable, but those transformative, attractive qualities rarely
• 13:48
  Speaker 1: announce their return on investment in advance. Can you actually
• 13:52
  Speaker 1: schedule a paradigm-shifting realization? Does relentless tracking blind us to
• 13:56
  Speaker 1: the unexpected experiences we never even knew we needed?
• 13:59
  Speaker 2: Connect this to the bigger picture. You cannot engineer a
• 14:03
  Speaker 2: meaningful life purely from a checklist of expected outcomes. When
• 14:06
  Speaker 2: you reduce life strictly to measurable metrics, you leave no
• 14:09
  Speaker 2: room for surprise.
• 14:10
  Speaker 1: Surprise interrupts our expectations, and that interruption creates profound attention
• 14:14
  Speaker 1: and memory.
• 14:15
  Speaker 2: The most transformative moments in life are rarely the ones
• 14:18
  Speaker 2: we scheduled into a calendar three months in advance.
• 14:21
  Speaker 1: We have to look at the modern landscape, because nothing
• 14:23
  Speaker 1: is accelerating this migration from surprise to standard expectation faster
• 14:28
  Speaker 1: than artificial intelligence. The technological acceleration we are witnessing is unprecedented.
• 14:34
  Speaker 2: The AI era provides the most extreme example of accelerated
• 14:38
  Speaker 2: baselines in human history. Capabilities are transforming from magic to
• 14:43
  Speaker 2: mundane utility practically overnight.
• 14:45
  Speaker 1: I mean, generating highly detailed images from a simple text
• 14:48
  Speaker 1: prompt or instantly summarizing a 40-page technical document went from
• 14:52
  Speaker 1: being perceived as an extraordinary technological miracle to an expected
• 14:56
  Speaker 1: standard feature in a matter of months.
• 14:58
  Speaker 2: It creates a fascinating personal paradox for professionals today. Capabilities
• 15:02
  Speaker 2: that once required highly specialized skills, such as writing complex code,
• 15:06
  Speaker 2: translating languages fluently, or analyzing massive data sets, are rapidly
• 15:10
  Speaker 2: becoming universally accessible commodities.
• 15:13
  Speaker 1: If everyone possesses the exact same AI capabilities, the capabilities
• 15:17
  Speaker 1: themselves cease to be differentiators. So what becomes the new scarcity?
• 15:20
  Speaker 2: When intelligence becomes abundant, human judgment becomes exceptionally scarce. The
• 15:25
  Speaker 2: value fundamentally shifts. It is no longer about the ability
• 15:29
  Speaker 2: to generate something quickly.
• 15:31
  Speaker 1: The value now lies in knowing what should be generated
• 15:34
  Speaker 1: in the first place.
• 15:35
  Speaker 2: The ability to frame problems accurately, to synthesize diverse viewpoints,
• 15:40
  Speaker 2: and to apply true discernment becomes the ultimate differentiator.
• 15:44
  Speaker 1: This rapid technological advancement is directly linked to the destruction
• 15:48
  Speaker 1: of gratitude. Think about how a five-second delay in global
• 15:52
  Speaker 1: communications now feels deeply infuriating to the average person.
• 15:56
  Speaker 2: It is entirely disproportionate to the actual inconvenience.
• 15:59
  Speaker 1: For almost all of human history, instant global communication would
• 16:03
  Speaker 1: have been indistinguishable from literal magic. Yet our expectations rise
• 16:08
  Speaker 1: exponentially faster than our appreciation. We become objectively better off
• 16:12
  Speaker 1: while subjectively feeling permanently dissatisfied.
• 16:15
  Speaker 2: The true competitive advantage in the future for both organizations
• 16:18
  Speaker 2: and individuals is not simply possessing artificial intelligence. The advantage
• 16:22
  Speaker 2: lies in accurately predicting what humans will stop being impressed
• 16:26
  Speaker 2: by next.
• 16:27
  Speaker 1: Anticipating the decay of excitement.
• 16:28
  Speaker 2: Those who understand the emotional geometry of quality will anticipate
• 16:32
  Speaker 2: the decay of exciting features, and they will prepare the
• 16:35
  Speaker 2: next foundational shifts before the market even realizes the baseline
• 16:38
  Speaker 2: has moved.
• 16:39
  Speaker 1: We have mapped an incredibly complex landscape today. We explored
• 16:44
  Speaker 1: the emotional geometry of value, demonstrating how invisible foundations must
• 16:48
  Speaker 1: never be allowed to fail.
• 16:49
  Speaker 2: We examined how our biology and our shifting expectations constantly
• 16:53
  Speaker 2: march forward, continually destroying our gratitude for past innovations.
• 16:57
  Speaker 1: We also saw how true innovation often means removing unnecessary
• 17:02
  Speaker 1: features rather than endlessly accumulating them, and how abundant technology
• 17:05
  Speaker 1: makes human judgment more valuable than ever.
• 17:08
  Speaker 2: The architecture of value requires constant vigilance. Whether you are
• 17:11
  Speaker 2: managing a team, designing a complex system, or navigating your
• 17:15
  Speaker 2: own personal growth, you must continuously ask yourself which dimension
• 17:18
  Speaker 2: you are optimizing and relative to whose expectations.
• 17:21
  Speaker 1: I want to leave you with a specific introspective challenge
• 17:24
  Speaker 1: that builds directly on the concepts we've analyzed today. Since
• 17:28
  Speaker 1: success constantly moves the goalpost and our shifting expectations actively
• 17:32
  Speaker 1: erase our memory of progress, take a hard look at
• 17:35
  Speaker 1: your own life right now. Look at your daily routines,
• 17:38
  Speaker 1: your standard of living, and the tools you use every
• 17:41
  Speaker 1: single day. What completely mundane must-be baseline are you currently
• 17:46
  Speaker 1: taking for granted that would have been perceived as an
• 17:48
  Speaker 1: absolute miracle by your past self? Consider how quickly you
• 17:52
  Speaker 1: adapted to that miracle, just like walking into a hotel
• 17:54
  Speaker 1: room and expecting the door to lock without a second thought.
• 18:00
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