Clear Thinking by Shane Parrish

The Big Idea: Clear Thinking is a practical framework for making better decisions. It helps you create space between stimulus and response, reprogram default reactions, and align choices with what truly matters—turning everyday decisions into consistent growth.

Part 1: The Enemies of Clear Thinking

[Concept] Four instinctual defaults—Emotion, Ego, Social, Inertia—often hijack judgment.  
[Concept] These defaults shorten your options and limit agency.  
[Concept] Awareness of defaults is the first step toward clarity. 

[Action] Monitor reactions when emotional, ego-driven, conformist, or stuck in status quo.
[Action] If default flags appear, delay major decisions until you’re calm.
[Action] Use reflection journaling to record when defaults take over and how they affected outcomes.

Part 2: Building Strength

[Concept] Four foundational strengths support clear thinking: self‑accountability, self‑knowledge, self‑control, self‑confidence.  
[Concept] These strengths strengthen judgment under pressure and reduce defaults. 
[Concept] Strengths aren’t fixed—they can be developed deliberately. 

[Action] Self-assess each strength; pick one to improve this week.
[Action] Build emotion regulation routines—pauses, reframing, breathing.
[Action] After tough decisions, evaluate whether you showed strength or default—and learn.

Part 3: Managing Weakness

[Concept] Strength alone isn’t enough—weaknesses need safeguards too.  
[Concept] Safeguards include auto-rules, friction, guardrails, perspective shifts.  
[Concept] Prevention is more effective than correction.  

[Action] Create rules like “no responses when angry” or “wait 24h before big decisions.”
[Action] Add friction to low-value behaviors (e.g. uninstall apps, delay emails).
[Action] Use checklists or routines to minimize oversight in recurring decisions.

Part 4: Decisions: Clear Thinking in Action

[Concept] A structured decision process improves outcomes: define → explore → evaluate → act → reflect. 
[Concept] Good decisions combine getting what you want and knowing what’s worth wanting. 
[Concept] Learn from process—not just outcome—and build margin of safety. 

[Action] Define the problem first: identify aim and obstacles (avoid jargon).
[Action] Explore at least three solutions; include bad‑outcome and second‑order thinking.
[Action] Evaluate with clear criteria, then act—leaving reversibility margin if needed.
[Action] Post-decision: journal process vs outcome. Adjust system based on learnings.

Part 5: Wanting What Matters

[Concept] Not all decisions are good—even if they work. Real clarity aligns choices with long‑term values.  
[Concept] Reflecting on your legacy and whether your actions matter in the future is critical. 
[Concept] Focusing on what’s truly worth wanting brings meaning and direction.  

[Action] Ask: “Will this decision matter on my deathbed or at my funeral?”
[Action] Choose actions that shift you toward a meaningful future, not shallow wins.
[Action] Periodically re-evaluate what truly matters—align major decisions accordingly.