James Knight

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Why do we do what we do? Why do w not do the things we know that we should? Why do we do the things we know we should not? I first began asking myself these questions when working as a sales representative for the Dale Carnegie organisation in the US. My idea was that if I could discover a way of knowing what my clients were interested in and talk in terms of their interest and even look at things from their point of view then I could make more sales. I discovered that the basic building block of learning was the ability to identify and observe patterns. That 90% of what we do is patterned, programmed and predictable and where most people, feel most comfortable, most of the time. ...

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