Our future relies on everyday events. These everyday events count more than big decisions. We can get a sense of direction from making good big decisions, but that does not mean we will always get what we want. Everyday events may not seem important at the time, but they add up over time. The book provides clear thinking and smart judgement since no one teaches us how to think or make judgements. The author has concluded that we need two elements to achieve our goals. First, we must make room for thinking. Second, we must utilise that space wisely. This talent takes practice, yet it provides us an unfair advantage.

THE ENEMIES OF CLEAR THINKING

Sometimes we need to think. We let instincts rule if we do not think. There is typically a gap between stimuli and reaction, allowing us to respond rationally or emotionally. We are physiologically programmed to respond emotionally, but we should not. A sensible response takes time and effort. Our brains have devised stimulus-response shortcuts to save time and energy. These shortcuts have boosted our fitness, survival and reproduction.

BUILDING STRENGTH

Our basic tendencies—self-preservation, social hierarchies, and territory defence—prevent us from changing them. However, we can exploit them. We need four strengths:

i. Self-Accountability: Being responsible for oneself is self-accountability. Blaming people or circumstances protects our ego. A tendency termed self-serving bias involves evaluating a situation to protect or enhance one's self-image. We are responsible, but not responsible for everything. 

ii. Self-Knowledge: Understanding oneself means understanding our strengths and weaknesses. You must know what you know and do not know to achieve in life. In a competitive setting, you lose to experts. 

iii. Self-Control: Self-control means controlling fears, desires and emotions. Humans are programmed to react to external dangers, thus they cannot avoid their emotions. Although we cannot eliminate bodily responses or their causes, we can influence them.

iv. Self-Confidence: Being confident in your talents and independent thinking requires self-confidence. Acquire fresh skills to gain self-confidence. Lack of humility weakens self-confidence.

MANAGING WEAKNESS

Focus on things you can control and handle the things you cannot in order to take charge of your life. The latter are what we call your weaknesses.

i. Knowing Your Weaknesses: Many of our weaknesses come from habits rather than biology. Because there are no immediate consequences for bad habits, they seem insignificant. There are two ways you may deal with your weakness. First, build your strengths. Two, implement what the author calls safeguards. 

ii. Admitting Mistakes: All humans make mistakes. This is because even with knowledge, other variables determine success. Making mistakes is not the issue; handling them is.

DECISIONS: CLEAR THINKING IN ACTION

Making decisions requires competence. The author clarifies the distinction between a decision and a choice. Making a decision means deciding amongst a number of options. On the contrary, a choice is the result of deliberate consideration. To make the best decision possible, you must go through three stages:

i. Define The Problem: The first step in decision-making is to define the problem. This has two parts. Start with the goal. Second, the roadblocks. A problem cannot be solved without a proper definition. To protect the problem-defining stage, Parrish suggests: 

• Create a problem-solving firewall: Divide the problem-defining step into two meetings—one to define and one to solve. Understanding the situation will help you decide what to do. 

• Test with time: Can your solution endure? Answering yes implies you are permanently fixing the issue. If not, you are treating the symptom, hence the issue will continue.