 Mae'n amlwg ni'n cael ei gynhau bod yn cael ei gyrraedd yma'r cyflwyno'r cyfrwyno'l. Mae'n cael ei cyflwyno, y byddwn i'n gael y cael ei'r cyfrwyno a'i sicrhau i'r cyfrwyno. Mae'n cael ei ddod i'r cyfrwyno. Mae'n cael ei ddod i'r cyfrwno i gael, ond yn cael ei gyrwno'r cyfrwyno'r cyfrwyno'n gael, ond mae'r hyn yn fwylltyniad cydnod yn ymddangos. Mae'r hyffordd ymddydd yn ni'n fwylltio'r ysgol. Felly mae'n hynny'n gweithio cymddiad yng nghymru o'r ddweud y llyfr yn ymwneud. Os ddim yn gweithio'r llyfr yn ymddangos, roedd yn ymddangos mewn cerdd. Ac rwy'n ei wneud y rhesymau o'r hyn o'r lleiwyddau yn ysgoleth oherwydd oherwydd oedd yn ymdyn nhw. ac mae dyna'r gwaith yw'r cyflwyddau, ond e'w gwaith i'w ddweud yma'r ysgolwyr sy'n mynd i'w ddim yn gwneud wneud yma yw'r cyflwyddau. Yn ymgyrchol ffordd o'r ymdweud yma sy'n pwysigol yn ymgyrchol, mae'n mynd i'w ddim yn ymwyngo'r ysgolwyr o'r ymddangos ymddangos ymddangos ymddangos I put in the image there, and I wanted to kind of get you to try and guess what I might be getting at here with this particular image. So any ideas what you're looking at there? Give the oxygen back to the students with whatever they've saved and send the button and what the power's going on? Give the oxygen back, yeah? That could be it. I hit the button until it slowly drop in here if anybody else wants to jump in with another one. Mae'n meddwl. Mae'n meddwlwr. Mae'n meddwl wrth gweithio. Mae'n meddwl a'r meddwl yn maenol gyntaf. Mae'n meddwl a'r hyn o'r ymgyrch yn ei dynnu. Mae'n meddwl yn ystafell ar gyfer stathau, mae'n meddwl i'r meddwl! Mae'n meddwl i'r meddwl i'n meddwl i'r meddwl! Mae'n meddwl i'r meddwl i'r meddwl. pearlwyr, ymlaen nhw pan dyliru brydhaeth. Rydyn nhw'n hyn oeddaeth i fyny ddechrau i ddechrau'r twfynol, a ll기wyrd ymwneud ar gael gweithio, a llangodd am gael gweithio a blech. Mae'r ffordd arall, er mwyn pwysig i ddechrau i ddwylo'r ei ddechrau, gyda'n ble hwn yn cael ei wneud o'r gyfan dros iawn. Felly mae'r brifod yn ystyried pob bynnag. Mae'r beth gyda'n gweithio'n gweithio er mwyn fwywyr. Felly mae'r bhefrwy kim oherwydd. Yn ystod, mae'n aelwch chi'n eich gweithio. Mae'n bwysig i'r bwysig i'r bwysig i'r bwysig! Mae'r gweithio'n gyda'r bwysig i'r bwysig i'r bwysig i'r bwysig i'r cwyrdd a oedd yn gynyddiol, ond o'r ffoddiad y mi, yr un ffoddiad gofyn o'r ystyff frarmodd a ddi 💦 incerwodd ar y ffoddiad, o'r hwn yn cael eu rhanig, ond rhaid iddyn ni'n rhoi, o hwn yn cael eu rhanig, o rhaid sydd wedi bod ni'n ddechrau mewn ei bobl yn gweithio'n ffoddiad. Mae ffosbwnio'n floriad hwn o'r gweithio'r planau er mwyn fung. The second one that I was venting about was when you had looked at a plan, you discussed the plan with the teacher and they were going, oh yeah, okay, maybe I'll do it that way, maybe I'll do it this way, and then you come back again and it's as if you never talked to them, as if the conversation never took place. I'm sure I spent five minutes convincing you that that wasn't a good idea, and you agreed, and now you're still doing it. So that was the second point that caused a lot of venting. The third one was the, in my experience, defence, we might call it that, which was, again, reasons for not taking the advice, reasons for not taking the recommendations on board was the kind of, oh yes, well, you know, I see what you're saying, but in my experience, but if your experience isn't relevant here or isn't going to suit, then that might not be the best guide to what you might do in Europe. So that was the first thing that came up in my experience in the US and planning, and so those were the kind of things that had me venting a lot, but then when I had a look at this, I started to kind of maybe understand it a bit better rather than have solutions. So what do you think is represented here before I drop in the word? Frustration. Frustration? Pushing back. Pushing back? Despair. Despair! So this is my planning inertia, right? And in the Daniel Kahneman's book, Thinking Fast and Slow, what he's talking about there is that you can, there we have two modes of thinking. We have the fast thinking, the intuitive thinking, the taking the broad sweep of things, and that is something that comes easily to us and that we always do in preference to the other type of thinking, which is the thinking slow. And thinking slow takes effort, like it almost brings sweat to your brow, thinking slow. And so your brain is set up in such a way that you have these two mechanisms, separate mechanisms, and one of them is easy and one of them is hard. And if you're trying to survive or you're trying to kind of get by in the jungle, you want to save energy. You want to save energy so your preference will be for easy. And then hard, the hard thinking, the effortful thinking is going to be hard to do. The trouble is that anything that is really creative or different or a new situation for you is effortful, is hard work. And so you have to get into the hard work of planning. You have to get into the nitty-gritty of it and you have to do the kind of mental gym that's necessary to work your way through that plan. Where it is much easier to go, oh, this topic might be great. Look at the broad sweep or that piece of material or that image or that and that stuff appeals to the thinking fast side of your brain. Whereas the thinking slow side of your brain kind of really have to kick it into operation. The same thing that's at work in any kind of procrastination. But it really comes out for me in the furnace of teacher training where you have to do this after lunch. Time is ticking and to see how resistant some people are to getting into the effortful planning. Other people are good at it. They have practice it and they're trained and they are used to doing that. But some people really are not because those people are used to doing things this way. What do you think is going to drop in here? Your gut. Your gut, yes. OK, and so if you don't plan, if you don't use your system too, then you're going on gut instinct. The problem is your gut doesn't have a clue about things that you don't have any background in. Your gut is of no use to you. The point that Daniel Kahneman makes in his book is that gut instinct or intuition only works when you've built up a huge amount of experience that you're drawing on. Unconsciously you're drawing on this huge amount of experience. You've probably had that kind of sense of being clairvoyant where you can take someone. What will happen now is you can predict how a class will go or you can predict what will happen next. But that is only when you have built out a huge reservoir experience. Otherwise your gut is not reliable. The problem is that you don't know that it's not reliable. OK, what's going to come in here? Chaos, yeah? These guys are local more or less. This is the rubber band, obviously. That's the other aspect of the frustrations I was talking about. The rubber band effect is you take the rubber band. It doesn't need to be that shape, it needs to be this shape. You let go and it was going back again. That's the point of when you've persuaded someone to change their strategy or change their approach, and then you go back to them and it's back the same again. It's a bit like they're saying that to you. It's a bit like they're saying to you, no, I'm not taking your advice. I've got no respect for what you're suggesting or recommending that I do. And so I'm doing my own thing anyway. But as you read into this, what you discover is that for most people, what you're asking them to do is take that book out there and put a different book in instead. And they're going, I can't afford to take that one out. I can't afford to un-settle the stack of books to that extent. So instead of taking the book that you've given them and inserting it in the right place in the stack, then just put it to one side. Because it costs too much to have to un-settle the stack of books. So without realising it, what they do is they discard the piece of the idea that they don't have room for, that they can't see a place for. They discard it and it is literally as if you never said it to them. The rubber band springs back into place. And that's just a natural psychological phenomenon. Oh yeah, this guy, what's his role in this drama? He's using the force. Yes, which is again kind of related to the intuition. And I was over, not quite that, but experience, yeah, in my experience. And so what's the problem with experience? That experience is, if somebody has experience, you can't change their mind. They have experience that they think is relevant. You can't change their mind with facts. You can't change their mind with logical argument. You can't change their mind with that kind of rational stuff. You can only fight experience with experience. You can only bring stories of what happened, a little bit of narrative. And so you have your experience lightsaber with which to try and defeat the dark side experience lightsaber that they might have. And so that's really important. If I argue, if I rationalise, if I make logic, then that will win the day. But it won't. You have to have better stories that will replace the stories that they are relying on as the core of their experience. Oh yes, what's going to come in here? Blinded blind. Blinded blind. I hope not, I hope not. Quite like that. But there is blindness. And it's this bias blindness that we don't know how skewed we are in our view of things. This idea that we can't see it in ourselves. So when you try to persuade someone that they do have one of these biases, or that they are being misdirected unconsciously, they say, no, that's not true. And often you can have a discussion and they nod and they think, yes, yes, I agree with you. But they don't see that they're being misdirected by their own biases. We don't see our own biases. Even when you're aware of them, you still are prone to being misdirected by your own biases. So that is then not much of a solution. But instead of venting, try that. Try considering what is the psychological stuff that is at play here. What is it that is causing people to keep banging their head against that wall even when it doesn't make any rational logical sense. And hopefully that will give you a different way of relieving the pressure when you come up against these kinds of things. So that is my bit of a two-sense words.