Yes, I think we understand each other now. Funny, I had the “must consult my boss” trick pulled on me just a few days ago by a guy whom I called up to haul off some trash. I still managed to make him lower the supposedly boss-mandated price by about 20%. (And when I later thought about the whole negotiation more carefully, I realized I could have probably lowered it much more.)
Regarding the quality of calibration, it’s straightforward. Emotional reactions can serve as strategic precommitments the way we just discussed, and often they also serve as decision heuristics in problems where one lacks the necessary information and processing power for a conscious rational calculation. In both cases, they can be useful if they are well-calibrated to produce strategically sound actions, but if they’re poorly calibrated, they can lead to outright irrational and self-destructive behavior.
So for example, if you fail to feel angry indignation when appropriate, you’re in danger of others maneuvering you into a position where they’ll treat you as a doormat, both in business and in private life. On the other hand, if such emotions are triggered too easily, you’ll be perceived as short-tempered, unreasonable, and impossible to deal with, again with bad consequences, both professional and private.
It seems to me that the key characteristic that distinguishes high achievers is the excellent calibration of their emotional reactions—especially compared to people who are highly intelligent and conscientious and nevertheless have much less to show for it.
Yes, I think we understand each other now. Funny, I had the “must consult my boss” trick pulled on me just a few days ago by a guy whom I called up to haul off some trash. I still managed to make him lower the supposedly boss-mandated price by about 20%. (And when I later thought about the whole negotiation more carefully, I realized I could have probably lowered it much more.)
Regarding the quality of calibration, it’s straightforward. Emotional reactions can serve as strategic precommitments the way we just discussed, and often they also serve as decision heuristics in problems where one lacks the necessary information and processing power for a conscious rational calculation. In both cases, they can be useful if they are well-calibrated to produce strategically sound actions, but if they’re poorly calibrated, they can lead to outright irrational and self-destructive behavior.
So for example, if you fail to feel angry indignation when appropriate, you’re in danger of others maneuvering you into a position where they’ll treat you as a doormat, both in business and in private life. On the other hand, if such emotions are triggered too easily, you’ll be perceived as short-tempered, unreasonable, and impossible to deal with, again with bad consequences, both professional and private.
It seems to me that the key characteristic that distinguishes high achievers is the excellent calibration of their emotional reactions—especially compared to people who are highly intelligent and conscientious and nevertheless have much less to show for it.