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Lesson bundle · Reality and decisions

Perceiving Reality and Making Decisions

Strength and weakness, a state of not knowing, business thinking, and illusions. The state and understanding from which a person makes decisions.

6lessons in the bundle
≈ 11 hr 51 min of recordings in total · from blocks 11–20, 21–30, 31–40, 41–45
One topic, considered from different sides. Watch in the suggested order. Leave time for your own observations.
  1. 1Lesson 11
  2. 2Lesson 20
  3. 3Lesson 27
  4. 4Lesson 34
  5. 5Lesson 39
  6. 6Lesson 42
Does this sound like your situation?

This bundle is for you when…

  1. When choosing an action, you do not examine the source of the desire itself.
  2. Old explanations no longer encompass the situation.
  3. A project becomes an extension of your idea of yourself rather than a concrete venture.
Why watch these together

What you will examine

  1. Examine the source of an action and your own relationship to not knowing.
  2. Relate a decision to practice and different time horizons.
  3. Notice illusions and the replacement of a business goal with an image of your personality.
Apply it to your own life · The bundle’s main question

What perception is my decision based on, and where do I not yet know?

An editorial question for independent reflection; not the author’s original assignment.

Contents and viewing sequence

Your route

Lessons are grouped by task rather than by their number in the program. Each step explains why to watch the next meeting.

  1. 1
    Step 1 · The source of actionLesson 11 · Meeting · ≈ 1 hr 57 min

    Strategy and Scaling: Acting from Strength or Weakness

    Examine the strength and weakness behind an outward decision.

    A question for yourself: What within me is drawing me to do this?
    What the lesson explores
    1. Why the author suggests looking beyond the action itself to its source.
    2. How the discussion distinguishes actions arising from strength and from weakness.
    3. Why time, your own involvement, and circumstances matter when choosing a strategy.
    Open lesson →Questions and answers · 20
  2. 2
    Step 2 · Not knowingLesson 20 · Meeting · ≈ 2 hr 1 min

    A State of Not Knowing: Living and Making Decisions

    Look at your own experience of the absence of certainty.

    A question for yourself: What do I do with my own not knowing?
    What the lesson explores
    1. How participants' questions reveal different aspects of a state of not knowing.
    2. Why expanding perception is not necessarily experienced as entirely pleasant.
    3. How the author distinguishes unnecessary activity, study, and real action.
    Open lesson →Questions and answers · 10
  3. 3
    Step 3 · PracticeLesson 27 · Meeting · ≈ 2 hr 6 min

    Business Thinking: Seeing the Substance, Risks, and Decisions

    Connect your understanding of business with your own lived experience.

    A question for yourself: What, beyond theory, supports my view?
    What the lesson explores
    1. What the author connects with the development of business thinking and real practice.
    2. How the discussion addresses the product, launch, quality, and commercial decisions.
    3. Why professional results are considered more broadly than the immediate result of a single business.
    Open lesson →Questions and answers · 7
  4. 4
    Step 4 · Major decisionsLesson 34 · Meeting · ≈ 1 hr 47 min

    How to Make Major Decisions about the Future of Your Business

    Distinguish today's grounds from an assumed future.

    A question for yourself: What am I taking as known in the bet I am making?
    What the lesson explores
    1. How the author examines decisions with different time horizons.
    2. Why current experience and financial metrics do not exhaust the question of the future.
    3. How technology examples are used to examine the decision-making system itself.
    Open lesson →Questions and answers · 3
  5. 5
    Step 5 · IllusionsLesson 39 · Meeting · ≈ 1 hr 52 min

    Illusions in Business: Making the Right Decision

    Examine the limits of a familiar explanation.

    A question for yourself: Can I hear another point of view?
    What the lesson explores
    1. How the author uses business examples to confront the limits of familiar perception.
    2. Why an explanation of what is happening is not identical to everything that is happening.
    3. How hearing another person connects to examining your own illusions.
    Open lesson →Questions and answers · 10
  6. 6
    Step 6 · Reality and personalityLesson 42 · Meeting · ≈ 2 hr 8 min

    A Real Understanding of Reality: Goals in Life, Business, and Professional Work

    Separate a particular venture's goal from your idea of yourself.

    A question for yourself: What am I talking about: the venture or my personality?
    What the lesson explores
    1. How the author distinguishes a person, their work, and a particular business's goal.
    2. Why it matters to notice an initiative's temporary motives and circumstances.
    3. How to return from your idea of yourself to the actual substance of an action.
    Open lesson →Questions and answers · 6
Bundle topics

What the bundle explores

How to bring this into your life

Work with one real task

01
Take one real decision and examine it from different sides.
02
Do not use “strength,” “weakness,” and “illusion” as ready-made labels for people.
03
Do not replace a lack of understanding with someone else's confident answer.

The selection, viewing order, and questions about your own situation form an editorial route through existing recordings, not a separate program by the author.

How it differs from other bundles

Not a set of ways to eliminate uncertainty quickly. The focus is on perception, the source of action, and distinguishing reality from your own explanation.

When you need a different format

Not an algorithm for error-free decisions, a forecast of the future, or financial advice.

Broaden or narrow the task

Related lesson bundles

Before choosing

Answers to important questions

Do I need to complete the entire program?

To get acquainted, choose a task and start with the suggested recording. Related lessons are recommendations for deeper study, not access requirements.

Is there feedback from the author?

These pages contain recordings of meetings. Discussions in the original group do not imply personal guidance for a new buyer. Feedback is not promised.

What does access include, and how do I buy it?

A bundle is a new proposal combining existing lessons. Bundle prices, purchase methods, and access periods have not yet been set. Recordings are currently sold in blocks of 10 lessons or as a complete cycle.

What if I have already purchased some lessons?

Sign in: lessons you already have access to are marked on the program pages. The team confirms pricing terms for additions to previously purchased access.

Are these short educational videos?

No. These are full recordings of meetings, including live case discussions and participants’ questions. The stated duration is approximate and based on the meeting recording.

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