The Great Mental Models Volume 2

About the Author

Rhiannon Beaubien and Shane Parrish, the brilliant minds behind "The Great Mental Models Volume 2," have a fascinating background that adds depth to their writing. Both authors served as Canadian intelligence agents before transitioning into the world of writing and content creation. Shane Parrish is the founder of Farnam Street (FS), a website and blog that has become a beacon for individuals seeking wisdom and better thinking. FS focuses on mastering the best of what other people have already figured out, and it is here that the idea for the "Great Mental Models" series was born.

Rhiannon Beaubien, as a content strategist, has a knack for distilling complex ideas into clear, actionable insights. Her partnership with Parrish has led to the creation of a series that not only educates but also inspires. The "Great Mental Models" series is designed to empower readers by providing them with mental frameworks that can be applied across various domains of life, from personal growth to professional success.

Their combined experience in intelligence has honed their ability to think critically and strategically, skills that are evident in their writing. They bring a unique perspective to the mental models they present, ensuring that each model is not just a theoretical concept, but a practical tool that readers can use to navigate the complexities of life.

Main Idea

At its core, "The Great Mental Models Volume 2" is about equipping readers with the tools they need to think more effectively. The book introduces and explores a series of mental models drawn from the sciences—physics, chemistry, and biology. These models are not just academic concepts; they are practical frameworks that can be applied to a wide range of situations, from understanding social dynamics to making better decisions in business.

The authors argue that by internalizing these models, readers can cut through complexity and uncertainty, enabling them to understand the world more clearly and make better decisions. The book is structured around three main themes: Movement and Change, Interpersonal Interaction, and Surviving and Thriving. Each theme is explored in depth, with the authors providing detailed explanations of the models, supported by examples and illustrations that make the concepts easy to grasp and apply.

Table of Contents

1. Movement and Change
2. Interpersonal Interaction
3. Surviving and Thriving

Movement and Change

The first theme explored in the book is the challenge of movement and change, which the authors liken to the laws of physics. Just as physical objects resist changes in their state of motion, humans and social systems exhibit inertia, making it difficult to initiate change. This section delves into the underlying principles that make change difficult and explores strategies for overcoming these challenges.

Inertia and Momentum

Inertia and momentum are central to understanding why change is difficult. In physics, inertia refers to the resistance of any object to a change in its state of motion. An object at rest tends to stay at rest, and an object in motion tends to stay in motion unless acted upon by an external force. Momentum, on the other hand, is the quantity of motion an object possesses, determined by its mass and velocity. These concepts have profound implications for understanding human behavior and social dynamics.

For example, consider the challenge of starting a new habit, such as exercising regularly. This is akin to overcoming inertia. The initial effort required to start is substantial, much like trying to move a heavy boulder. However, once the habit is established and gains momentum, it becomes easier to maintain. This is why many behavioral experts recommend starting small—tiny habits reduce the inertia of the behavior you’re trying to change by shrinking the metaphorical boulder until it’s more manageable.

Conversely, habits that are deeply ingrained in our routines are difficult to stop, much like an object in motion that is hard to halt. For instance, the habit of mindlessly checking your phone is driven by momentum. The more you do it, the harder it is to stop. This is why breaking bad habits often requires a significant amount of energy and willpower, akin to applying a force strong enough to stop a moving object.

Moreover, the concepts of inertia and momentum are not limited to individual behaviors. They also apply to larger social systems and institutions. For instance, the momentum of societal norms and practices can make it difficult to implement social change, even when there is strong evidence supporting the need for change. The tobacco industry is a prime example. Despite early research in the 1950s linking smoking to cancer, it took decades for public opinion and policy to shift due to the powerful momentum of the tobacco industry and the social norms surrounding smoking.

"The principle of momentum can be both a help and a hindrance. It can make it easier to keep doing something once it becomes a habit, but it can also make it difficult to stop doing something that has gained momentum." — Rhiannon Beaubien & Shane Parrish

Friction

Friction, in the context of physics, is the force that opposes the relative motion of two surfaces in contact. This concept is used in the book to explain the external factors that resist our progress. Just as friction slows down a moving object, external challenges and obstacles can slow down personal or organizational progress.

The authors argue that understanding the principle of friction can help us identify and eliminate the factors that slow us down. For example, in a business context, organizational friction can take the form of bureaucratic procedures, ineffective communication, or outdated systems that hinder productivity. By identifying and addressing these sources of friction, organizations can create conditions that are more conducive to progress and success.

Wave, a digital money transfer company, is cited as an example of how reducing friction can lead to significant improvements. By developing more reliable networks and charging lower transfer fees, Wave was able to save its customers in Senegal over $200 million per year, roughly 1% of the country's GDP. This success illustrates how reducing friction not only benefits customers but also creates a competitive advantage for the company.