–“WHY ARE SMART PEOPLE SO QUIET”–
**I’ll give you a much better answer.**
To begin with we do not rely on others for our understanding, only information that we do not yet know. That said, here is why we are quiet:
1) You learn fairly quickly that you cannot help people to come to a conclusion faster than they are able to comfortably do so with confidence.
2) You learn fairly quickly that giving them the answer early will lead to resisting it – fighting it, or denying it, because they didn’t ‘own it’ by going through the journey.
3) You learn fairly quickly that people grow suspicious of you and even avoid or exclude you if you make them feel inferior, inadequate, or unable to gain pleasure from working themselves or with others to come to a shared conclusion on their own.
4) You learn fairly quickly that people will overload you with decisions that are uninteresting – and you prefer to work on things you find interesting yourself.
5) You learn that the way to help people using your intelligence is to (a) let them come to you, (b) provide them with the next step in their reasoning (assist them on their journey don’t force them into yours), (c) in groups, prevent them from doing wrong or harm, and suggest paths of opportunity rather than give them the answer.
6) You only aggressively dominate the conversation (because we can generally do so with trivial ease) to prevent an immoral, unethical, criminal, or otherwise terribly harmful wrong.
In other words, you learn to speak with other humans like parents talk to children.
If you do this, people will generally like you very much.
We all want leaders. We just want leaders who we choose, and we choose them because they help us on our journey just as much as they take us with them on theirs.
Curt Doolittle
The Philosophy of Aristocracy
The Propertarian Institute
Kiev, Ukraine
**I’ll give you a much better answer.**
To begin with we do not rely on others for our understanding, only information that we do not yet know. That said, here is why we are quiet:
1) You learn fairly quickly that you cannot help people to come to a conclusion faster than they are able to comfortably do so with confidence.
2) You learn fairly quickly that giving them the answer early will lead to resisting it – fighting it, or denying it, because they didn’t ‘own it’ by going through the journey.
3) You learn fairly quickly that people grow suspicious of you and even avoid or exclude you if you make them feel inferior, inadequate, or unable to gain pleasure from working themselves or with others to come to a shared conclusion on their own.
4) You learn fairly quickly that people will overload you with decisions that are uninteresting – and you prefer to work on things you find interesting yourself.
5) You learn that the way to help people using your intelligence is to (a) let them come to you, (b) provide them with the next step in their reasoning (assist them on their journey don’t force them into yours), (c) in groups, prevent them from doing wrong or harm, and suggest paths of opportunity rather than give them the answer.
6) You only aggressively dominate the conversation (because we can generally do so with trivial ease) to prevent an immoral, unethical, criminal, or otherwise terribly harmful wrong.
In other words, you learn to speak with other humans like parents talk to children.
If you do this, people will generally like you very much.
We all want leaders. We just want leaders who we choose, and we choose them because they help us on our journey just as much as they take us with them on theirs.
Curt Doolittle
The Philosophy of Aristocracy
The Propertarian Institute
Kiev, Ukraine
