Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 seconds about business.

We're all a busy people, so I have five minutes or less to get my point across.

Yes, I'm back. Yes, I'm almost done. We generally work harder when there's a problem pressing into us. It hurts, so we want relief. We'll tolerate it if it's not as bad. But if the

pressure builds and the pain is not ignorable, we'll put in whatever work is necessary to obtain

relief. That makes sense. And I understand

triage and problem prioritization. If you have multiple problems, you're going to deal with the

bigger ones at the expense of dealing with the smaller ones. We're finite creatures,

incapable of handling it all. So for the sake of focus, most problems must be overlooked.

What I want to address is the amount of effort a real problem motivates us to expound.

Pain hatred is the strongest catalyst.

We default to less pain.

If the pain of the problem is less than the pain of removing it, we'll tolerate the pain.

If the pain of the problem is stronger or more threatening than the pain of removing it, we'll get to work.

Effort is relative to the pain involved.

If it really matters, we do everything we can to get it figured out'll get to work. Effort is relative to the pain involved. If it really matters,

we do everything we can to get it figured out and solved. An external force, such as pain or the

threat of it, is like a tutor that forces discipline into us and effort out of us. Pain whips us

into shape. This is good and necessary. But what if we were able to bring the same level of motivated effort as we do to pain,

but in response to a vision for something better?

What if our discipline was driven not only out of fear of and reluctance to bad things happening,

but zeal and care to make good things happen?

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