Investigative Mindset Quotes

When you don’t investigate what’s going on with your words, thoughts, and beliefs, you risk stumbling through life on autopilot.

Remember when your curiosity inspired your investigative mind to explore and learn… you weren’t bogged down with resentment, cynicism, and emotional baggage… just think about how great it would be to return to that mindset of unencumbered learning and adventurous living… you are just one choice away from that life… choose to let go of the infertile past… go live your adventure!

When thinking about anthropodermic books, we can't simply fault the doctors of the past for engaging in behavior that was tacitly or explicitly sanctioned by the laws and mores of their time and place in history; nor can we expect them to retroactively adhere to the deeply important beliefs we now have about informed consent. What we can do, and have a moral obligation to do, is examine the institutions in which these injustices were able to proceed, learn from their mistakes, and critically view the pernicious ways these mindsets might persist in our current society and fight to eradicate them.

And this affects us. Consider, immediately after the 2013 Boston Marathon bombings, researchers from the University of California, Irvine, investigated two groups. The first group was made up of people who watched six or more hours of televised bombing coverage. The second group was people who actually ran in the 2013 Boston Marathon. The finding: The first group, the bombing news bingers, were more likely to develop PTSD and other mental health issues. That’s worth restating: people who binge-watched bombing news on TV from the comfort of home had more psychological trauma than people who were actually bombed.

If you’re asked whether you could possibly be mistaken about something and you say “No,” you might be affected by perception biases. If it is impossible, in your mind, for you to be wrong, then you have an inherently unscientific mindset and you likely won’t be able to uncover (or accept) the truth if it contradicts your opinion.

How come you don't ask me any questions?" "Questions about what?" "About the investigation I'm working on," Kaga replied. "It's usually the first thing people ask me when I make inquiries. 'What's happened? What are you investigating?' " Sagawa chuckled. "What good would it do anyone to tell an amateur like me? If a detective's on the case, something nasty must have happened. Learning more about it will just make me depressed." "I wish more people felt like you," said Kaga.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

Investigate the specifics.

I adapt easily to change. I'm fluid.

The reasoning of our minds keeps us locked inside the powerless ideas, beliefs, mindsets, and ideologies of the cosmos. But when we turn to the deep feelings that bubble up from the life-giving Spirit within us, we are accessing and operating within a very different, powerful dimension—and this needs investigating. All those Father-like loving, forgiving, and protecting attributes that religion taught us to associate with a God located up in the sky are qualities of the life-giving Spirit within us. The power to save our world and create a new order is not up in the sky, but inside ourselves. We are carrying it around daily.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

A successful student is one whose primary goal is to expand their knowledge and their ways of thinking and investigating the world. They do not see grades as an end in themselves but as means to continue to grow.

If you walk around miserable and expecting bad things to happen to you, they usually do. If you walk around with a positive mindset and are hopeful of good things to come, often those things do actually come.

The loss of reality in American society has a long history and an egregious reactivation in various twentieth-century movements that emphasized conspiracy theories and were summarized by the historian Richard Hofstadter as “The Paranoid Style in American Politics.” In combating these assaults on reality we retain the advantage of working institutions that still apply reality-based rather than solipsistic criteria to their investigations, legal decisions, and journalistic probings. Cultist attacks on those institutions will not go away. But neither will our capacity for openness and truth-telling as alternatives to the closed world of cultism.

For centuries, ovarian cancer patients were effectively told that their aberrant sexuality caused a disease they deserved. Might historic prejudices against ovarian disease have contributed to the miserable state of ovarian cancer treatments today? Sometimes I think, probably not; sometimes I think, you bet. For didn’t Ovariana retard and deform scientific investigations? Didn’t it shape the mind-set of physicians who, until quite recently, were generally men? Doesn’t the disease for the most part affect a subsection of the population—older, post-menopausal women—with little cultural capital?

...postmodern focus has consequences. Theirs is not an investigation of the material realities affecting countries and people that were previously under colonial power and the aftermath of that but an analysis of attitudes, beliefs, speech, and mind-sets, which are sacralised or problematized.

The discussion is designed to get students to engage with one another's sorts and deduce the attribute that defines each group.

Because she had not only observed him up close at trial on a daily basis but interviewed him twice providing great insight into Oswald’s killer. In addition, Kilgallen could check not only his background but investigate discrepancies in statements he made to the Warren Commission since she was the first reporter to read them, and since Ruby was still alive, the potential existed to interview him again. This strategy was unique, far afield from that conducted by any reporter or investigative body consumed with targeting Oswald as the key to unlocking the mysteries of the JFK assassination when Kilgallen believed he was not. In addition, after interviewing Ruby twice, Kilgallen had gained a soft spot for his plight, some sympathy for the man who shot Oswald. Whatever she heard during the twin interviews caused her to wonder if Ruby was a patsy, used and then discarded. Recall what she wrote after the second interview: “I went out into the almost empty lunchroom corridor wondering what I really believed about this man.” Kilgallen’s actions while pursuing the investigation indicated she had taken on the task of defending Ruby herself. She was standing up for him, demanding justice, becoming his paladin. She wondered if he had fair treatment, if his constitutional rights to a fair trial were honored. Armed with this mindset, Kilgallen was in fighting mode determined to leave no avenue of interest unturned. Kilgallen’s siding with Ruby’s defense team at his trial evidenced proof of Kilgallen’s focus on Ruby. She also attempted to aid the defense by securing more information from the FBI about Oswald. Then Kilgallen exposed only Ruby’s testimony at the Warren Commission before its intended release instead of the thousands of pages of pertinent information about others associated with the assassinations. It also appears likely she flew to New Orleans based

MINEsets are very real and relentless mindsets.

We just don’t know what we don’t know.

Divorcing all dual tendencies of self-seated desires is where the presence and provision of peace will begin.

Wrong is wrong even if everyone is doing it and right is right even if no one is doing it.

Principles are what provide the foundational traction needed prior to accentuating the person.

Additionally, two words we need to be particularly stealth about sniffing out are the words “I know.”* Nothing slams the door on further investigation and radical action faster than Yeah, I know it’s important to be aware of my thoughts. No need to explain—next topic! They’re very sneaky words because we tend to think we’re rather impressive for knowing things, when in reality, no matter how much we “know,” there are always more sides to the story, giant leaps of faith, and an infinite number of questions that could massively expand our awareness. Especially in the realm of self-helpery, where we often need to hear things over and over and over before they click, it’s critical to stay wide-eyed and wondering.

John Wooden, the legendary basketball coach, says you aren’t a failure until you start to blame. What he means is that you can still be in the process of learning from your mistakes until you deny them. When Enron, the energy giant, failed—toppled by a culture of arrogance—whose fault was it? Not mine, insisted Jeffrey Skilling, the CEO and resident genius. It was the world’s fault. The world did not appreciate what Enron was trying to do. What about the Justice Department’s investigation into massive corporate deception? A “witch hunt.

The losers think as the others & the winners as themselves. Our mind happily compares our loss with other’s loss as a solace that nothing is wrong with the efforts? But the mind never compares our loss with other’s win and investigate the shortcomings in our efforts.