![]() We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. ![]() I can’t design my own workout-what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. “My trainer told me to do three sets of ten reps at forty pounds-he’s a trainer, he must know what he’s talking about. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. When we step into someone else’s system, the brain marks it that way. When we set up a system, this part of the brain marks it as self-generated. ![]() Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. This allows us to get more done and finish up with more energy. “efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. ![]()
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