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17 Truques Psicológicos Que Te Fazem Economizar DINHEIRO — Transcript

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0:00Most people think they would notice if
0:02they were being manipulated, but they
0:04wouldn't.
0:05Let me show you.
0:07Researchers presented the same theft
0:09case to experienced German judges.
0:12Before setting the sentence, each judge
0:14rolled two dice.
0:17But they didn't know the dice were
0:19rigged to only show three or nine.
0:22The judges who rolled a three gave only
0:245 months in prison on average. Those who
0:28rolled a nine gave 8 months.
0:31Same case, same evidence.
0:35An irrelevant number altered the
0:37sentences by about 60%, and the judges
0:40believed the dice hadn't influenced
0:42their decisions.
0:45That is the secret of a good trick.
0:49It makes you believe the idea was yours
0:52, and it’s not just in the courts.
0:55This same brain decides what you buy,
0:58how much you save, and where you invest
1:00.
1:01Since 1973, scientists have been
1:04studying these patterns.
1:07This field is called behavioral
1:09economics, the science of how people
1:11actually decide, especially when money
1:14is involved.
1:15Companies study this too.
1:18The more they understand how you make
1:20decisions, the easier it is to influence
1:22your choices.
1:24So I read the 15 most influential books
1:27on the subject published over the last
1:2950 years, including two books by Nobel
1:32Prize winners, and selected the mental
1:34traps that can cost you opportunities,
1:37income, and years of wealth building.
1:40First, let's see how they convince you
1:42to spend money.
1:44Imagine you just finished working out at
1:46the gym, you’re sweaty, tired, and go to
1:48the counter to return your locker key.
1:51The receptionist asks how the workout
1:53was and you answer out of politeness.
1:55And as you're leaving, she asks you: "
1:58Would you prefer a chocolate or vanilla
2:00protein shake?"
2:02You think for a second: "Uh, chocolate?
2:04"
2:05And before you know it, you're drinking
2:07a $ 6 shake you hadn't even thought
2:09about buying.
2:11Now imagine if she asked: "Do you want
2:13to buy a protein shake?"
2:14A totally different question. Now, the
2:19answer is obvious. The first question
2:22eliminated that option.
2:24Salespeople use this strategy on you all
2:27the time.
2:28Monthly or annual plan, black or silver
2:31, cash or card.
2:33So, whenever someone asks you to choose
2:36between A and B, add a third option:
2:39neither.
2:41First decide if you really want it, only
2:44then choose which version you prefer.
2:48Remember the judges?
2:49A number on the die altered the
2:51sentences by 60%.
2:54This effect has a name: anchoring.
2:57The first number your brain sees becomes
3:00a center of gravity, and all subsequent
3:02judgments are pulled in its direction.
3:05Have you ever felt this? You pick up a
3:08jacket in a store, the tag says $ 180,
3:11too expensive. You put it back. On the
3:14way out, you look again and realize you
3:16read it wrong.
3:17Actually, it costs 80 dollars.
3:20Suddenly, the jacket seems cheap.
3:24You even get excited.
3:26It feels like you just saved 100 dollars
3:28.
3:30But saved compared to what? The jacket
3:33always cost 80 dollars.
3:37The price of 180 never existed outside
3:39your head.
3:41Now see how this works in real life.
3:44Think of the biggest negotiation of your
3:46life.
3:47Your salary.
3:48If the employer offers 4,000 a month
3:50first, the negotiation will revolve
3:52around that value.
3:54If you ask for 6,000 first, now the
3:57negotiation revolves around 6,000.
4:01The same job, a completely different
4:03anchor.
4:05So here is the rule. Whoever mentions
4:08the first number sets the center of
4:11gravity. When you are selling your work
4:13, take the initiative. Ask for more than
4:16would be comfortable for you. When you
4:18are buying, do your research before
4:20knowing the price.
4:22Enter the negotiation with your own
4:25value noted, because in any negotiation
4:28, if you don't set your own anchor,
4:31someone will impose theirs on you and
4:34you will end up paying for it.
4:37The Economist magazine once offered
4:39three types of subscriptions. Digital
4:42only, 59 dollars; print only, 125
4:45dollars.
4:47Print plus digital, also 125 dollars.
4:52Look at the last two options.
4:55You can pay 125 just for the physical
4:58magazine or get print plus digital for
5:01the same price.
5:04Who would choose the print-only option?
5:08Nobody. And that is the goal.
5:12When they tested these three options
5:14with students, 84%chose the 125 package
5:17with both print and digital versions.
5:22So, the researchers repeated the test
5:24but eliminated the useless print-only
5:27option, that middle one that nobody
5:29chose anyway.
5:31And suddenly the results changed.
5:33The majority now chose the cheapest
5:36subscription, the 59 digital one.
5:39Nothing changed in the products.
5:42They only removed an option nobody
5:44wanted and the most expensive one
5:46stopped looking like a bargain.
5:48The useless option had a function.
5:51To make the 125 package seem cheap.
5:57You see this trick every day.
6:00The medium popcorn that costs only 50
6:02cents less than the large, the pro plan
6:04that makes the premium one look
6:06reasonable.
6:08So, next time you look at a price list,
6:11use this trick.
6:12Cover the other options with your hand.
6:16Look only at the product you want and
6:18ask: "If this were the only offer
6:20available, would I still pay all this?"
6:24Because an offer can look like a bargain
6:26just by being next to a decoy option.
6:29Eliminate the decoy and see if the offer
6:32still seems cheap.
6:36When Amazon introduced free shipping,
6:38sales skyrocketed in every country
6:40except France.
6:43In France, Amazon charged one franc for
6:46shipping, about 20 cents, almost nothing
6:49.
6:51And French consumers barely reacted.
6:54Then, Amazon started offering free
6:57shipping in France and sales skyrocketed
7:00just like in the other countries.
7:05Think about it.
7:0720 cents was enough to keep people
7:09rational.
7:11When there is a price, no matter how
7:13small, your brain does the math.
7:16When the price is zero, it stops
7:18calculating.
7:20Zero is not a price.
7:22Zero is like a trigger and you fall for
7:25it all the time. Free shipping is on
7:28orders over $ 50, but your cart is at $
7:3145.
7:32And what do you do? You add a $ 20
7:34product you didn't even want, just to
7:37hit the minimum.
7:39Congratulations, you just spent $ 20 to
7:42avoid paying five.
7:44So, the next time you see the word free
7:47, stop looking at what's free.
7:49Ask a simple question. How much money in
7:52total will leave my account for this?
7:55Because zero has a curious way of making
7:57you ignore the rest of the bill.
8:02A guy named Joe gave a small bottle of
8:04Coke to some strangers.
8:06It was just a small kindness out of the
8:08blue.
8:09Later, Joe asked everyone to buy lottery
8:12tickets from him. Those who got the soda
8:15bought about twice as many tickets. It
8:17worked even on those who didn't like Joe
8:20.
8:20This is called reciprocity.
8:23When someone gives us something, a small
8:26debt arises in our head.
8:28If someone gives you a birthday present
8:30, you feel obligated to reciprocate.
8:34That is why free consultations, free
8:36lunches, and free samples are everywhere
8:39.
8:40There is nothing wrong with accepting
8:42something for free. Just remember that
8:44for companies, this is a marketing
8:46expense. They paid for your attention.
8:49Accept the gift. Drink the coffee.
8:52They bought a moment of your time, not
8:54the money you worked to earn.
8:57You walk into a car dealership and smell
8:59leather and fresh coffee. Soft lighting
9:02.
9:03Everything there conveys quality.
9:06None of this is just decoration.
9:08Everything is there to influence you.
9:11Researchers proved this with an online
9:14furniture store.
9:16They showed the same sofas to people,
9:18but changed one detail: the website
9:20background.
9:22Some people saw fluffy clouds, others
9:25saw images of coins.
9:27That's it.
9:28Clouds remind you of softness, coins
9:30remind you of money.
9:32Those who saw clouds started to value
9:34comfort and chose more comfortable sofas
9:37. Those who saw coins started to value
9:39price and chose the cheaper ones.
9:42Then the researchers asked everyone: "
9:44Did the website's background influence
9:46your choice?" Practically everyone said
9:49no. And that is the scary part.
9:52We are great at justifying our decisions
9:55after we make them. I chose it because
9:58it's comfortable, I chose it for the
10:00cost-benefit.
10:02Meanwhile, the website's background had
10:05already defined what was important
10:07before you even thought.
10:10A store, a sales page, a flashy video
10:12about investments.
10:14Everything works like wallpaper. So
10:17adopt this rule. Never say yes in the
10:20environment the seller prepared. How
10:22about taking a screenshot of the offer?
10:25Close the tab, leave the store and
10:27decide at the kitchen table next to the
10:29dirty dishes.
10:31If the offer still makes sense there,
10:33then it's really worth it.
10:37But if it only looks good in that
10:38environment, the environment was
10:40influencing you.
10:43You are in a hospital, a surgeon says,
10:46you have a 90%chance of surviving the
10:48operation. Sounds very good.
10:51Now imagine the same surgeon saying: "
10:54You have a 10%chance of dying."
10:58Suddenly you find yourself looking for
10:59another doctor, but nothing has changed
11:01.
11:02A 90%chance of surviving and a 10%
11:04chance of dying mean exactly the same
11:07thing.
11:09This is called the framing effect.
11:12The way information is presented changes
11:15our reaction to it.
11:17At the grocery store, ground beef with
11:2090%lean meat sounds healthy.
11:2210%fat sounds like something your doctor
11:25warned you to avoid. $ 5 a day and $
11:291,825 a year.
11:31It's the same price, but it doesn't look
11:34like the same price.
11:36And sellers know which one will grab
11:39your attention. Your attention is
11:41limited.
11:42When someone highlights one number, all
11:44others fade into the background.
11:47So, create a habit.
11:49When someone presents a number in the
11:51most attractive way possible, strip away
11:53the makeup.
11:55Turn monthly values into annual ones.
11:57Turn percentages into actual currency.
12:00Multiply that "just $ 400 a month" by
12:03the number of months.
12:05And if they show you the years of gains
12:07, ask about the years of losses.
12:10The math doesn't change. But your
12:12decision probably will.
12:16Now comes the uncomfortable part.
12:19Most of the time, nobody takes your
12:21money from you. You hand it over
12:23yourself without needing a salesperson.
12:27And before you say "not me," I'll tell
12:29you about the smartest man who ever
12:31lived.
12:34In 1720, Isaac Newton invested in the
12:37South Sea Company during one of the most
12:39famous financial bubbles in history.
12:43At first, he was sensible. He made money
12:45, sold his shares, and pocketed the
12:47profit.
12:48The problem is that the price kept going
12:51up after he got out.
12:53So, Newton sat watching friends and
12:55neighbors get richer and richer while he
12:57stayed on the sidelines.
13:00Until he couldn't take it anymore.
13:02He bought back in near the peak.
13:08Then, the bubble burst and one of the
13:11smartest people in history lost about
13:1320,000 pounds, roughly 5 million dollars
13:16today.
13:19He later said: "I can calculate the
13:21motion of celestial bodies, but not the
13:24madness of people."
13:27Intelligence does not prevent herd
13:29behavior.
13:30If he couldn't just watch his friends
13:33get rich, why do you think you could?
13:37So, when everyone agrees that something
13:39will obviously keep going up, don't
13:41treat that as proof.
13:45Ask yourself, would I still want this if
13:48nobody were talking about it, because
13:50everyone buying says a lot about
13:53popularity, but nothing about value.
13:58A guy gets drunk at a party. At 2 a.m.,
14:01he drives home. No accident, no police.
14:05The next day, he laughs, see? Hmm.
14:07Nothing happened.
14:09Now, another guy, completely sober,
14:11drives slowly and carefully.
14:14Passing through a green light, a truck
14:17runs a red light and destroys his car.
14:20The reckless one sleeps soundly. The
14:23careful one ends up in the hospital. So
14:25, did the drunk guy make the right
14:27decision?
14:28Of course not.
14:30Luck was hidden between the decisions
14:33and the outcomes.
14:35But your brain doesn't see luck. It just
14:38draws a straight line between decision
14:40and outcome. Your brain thinks: "Good
14:43outcome, the decision must have been
14:45good.""Bad outcome, the decision must
14:48have been bad."
14:49That logic would work if life were math
14:53, but it's not math.
14:55Life is more like poker.
14:59In poker, you can play a hand perfectly
15:02and lose or play like an idiot and win.
15:06Outcome and decision are different
15:08things. Luck sits between them.
15:11Learn to separate the two.
15:14When something goes wrong, don't ask,
15:16did it work or make me money?
15:19Ask, with what I knew, was my decision
15:22correct?
15:23If so, you did the right thing.
15:26Even if the outcome was bad, don't
15:28abandon a good decision because of a
15:30single bad result.
15:33Luck can decide one round, but no one is
15:36lucky for 1,000 rounds in a row.
15:39Keep making good decisions and winning
15:41will just be a matter of time.
15:44In 1954, a woman from Chicago named
15:47Dorothy Martin made an announcement.
15:49Aliens told her the world would end in a
15:52flood on December 21st. A flying saucer
15:55would save the true believers. People
15:58believed; some quit their jobs, gave
16:01away their homes, left their families,
16:03gathered at her house, and waited for
16:06the end. December 21st arrived. No flood
16:10, no flying saucer, nothing. The
16:13expectation would be for these people to
16:16wake up, feel like fools, and go home.
16:19But that is not what happened.
16:21Psychologist Leon Festinger had
16:23infiltrated observers into the group.
16:26So, we know exactly what happened next.
16:30Hours after the deadline, Dorothy
16:32announced a new message.
16:35Their faith was so great that God had
16:37canceled the flood.
16:40They hadn't been deceived; they had
16:43saved the world.
16:46And the group, which had been proven
16:48wrong in a very obvious and public way,
16:51started calling newspapers to recruit
16:53new members.
16:55They started to believe even more.
16:58Your brain does not treat all evidence
17:01the same way.
17:02Once you take a side, you accept
17:04everything that confirms your belief and
17:06find explanations to dismiss the rest.
17:09Festinger discovered the cruelest part.
17:12The more you sacrifice for a belief—
17:15money, time, pride—the more your brain
17:19defends it.
17:21Admitting you were wrong would mean
17:23admitting the sacrifice was in vain.
17:26Your brain prefers to rewrite reality
17:28than to accept that.
17:30Do what your brain refuses to do.
17:33Question your own beliefs.
17:36Before making an important financial
17:38decision, look for opposing arguments.
17:40Google the name of the product along
17:43with the word "problems."
17:45Read the one-star reviews first.
17:49If it is an investment, find the
17:50smartest person who thinks it is
17:52terrible and listen to everything they
17:54say.
17:55If your idea survives the test, your
17:58confidence will be well-founded. During
18:00World War II, the American military had
18:03a problem. Many were not returning home
18:06.
18:06They studied the planes that returned
18:09and mapped the bullet holes.
18:11The pattern was clear: the wings and
18:13tail were full of them.
18:16The conclusion seemed obvious: reinforce
18:19the armor on the wings and tail, but
18:21when a statistician analyzed the data,
18:23he said the exact opposite: "Reinforce
18:26the parts without holes."
18:29Because the planes studied had survived
18:31being shot in the wings. The planes hit
18:34in the engine or cockpit were at the
18:36bottom of the ocean.
18:38No one was counting the holes in them.
18:41They were studying the survivors and
18:43forgetting about those who didn't return
18:45. This is called survivorship bias.
18:48And it's not just a war story.
18:51The YouTube homepage does the same thing
18:53to you.
18:55Every day you see the investor who
18:57turned 10,000 into 100,000.
19:00The highly successful 22-year-old
19:02entrepreneur, but you don't see the
19:04thousands who did the same and lost
19:06everything.
19:08No one makes videos about them.
19:10So success seems common, but it isn't.
19:14You are studying the planes that
19:16returned.
19:18Here is the rule. Study the winners, of
19:20course. But before you decide, also look
19:23for the losers. The winner shows you
19:26what is possible.
19:27The loser shows you what it costs.
19:31Only decide after knowing both sides.
19:35About half of small businesses fail.
19:38Researchers asked entrepreneurs: "What
19:40is the failure rate of companies like
19:42yours?"
19:43"About 50%," they replied.
19:47And they were right.
19:49Then came the second question: "And your
19:52company?"
19:54"What is the chance of it failing?""10%
19:56," they replied. Many even said it was
19:59zero. 30 seconds difference between the
20:03answers.
20:04They knew the odds, they just thought
20:06they didn't apply to them.
20:10This is how a smart guy fails to build
20:12an emergency fund, bets everything on a
20:14single idea, and ends up losing his
20:17savings on a foolproof plan.
20:20Look, I'm not saying you should stop
20:23taking risks.
20:25Building anything requires taking risks
20:27, but take risks knowing you might fail
20:30.
20:31Keep a safety reserve, ensure a single
20:33failure doesn't end everything, and have
20:35a plan in case everything takes twice as
20:38long as expected.
20:39Confidence builds companies.
20:42Overconfidence produces "I lost
20:44everything" videos.
20:46I recently heard Simon Sinek tell a
20:48story about a salesman from the 50s.
20:51A guy named Ben had a successful chain
20:53of women's shoe stores.
20:56When a journalist asked his secret, Ben
20:58replied with three words.
21:01Two, not three.
21:03Ben always showed two pairs of shoes to
21:06each customer. Never more than that. And
21:09if she asked for a third pair? He would
21:11smile and say: "Sure, ma'am, which of
21:13these two can I take away?" Because Ben
21:16had realized something.
21:18When they had three pairs in front of
21:20them, customers usually left without
21:22buying anything, but when they had two,
21:25they bought one.
21:2750 years later, scientists proved he was
21:30right. A researcher from Columbia
21:33University set up a jam tasting booth at
21:37a high-end supermarket. On some days she
21:40offered 24 flavors, on others only six.
21:44The larger table was a big attraction.
21:47More customers stopped, more people
21:49tried it.
21:51Then they decided to count how many
21:53people bought jam.
21:55At the table with 24 flavors, about 3%
21:58of the people who tasted it bought some
22:00.
22:01At the table with six flavors, 30%.
22:0410 times more sales, with fewer options
22:07.
22:08Every extra option does two things to
22:10your brain. It increases the work of
22:12comparison and increases the fear of
22:15choosing wrong until your brain finds an
22:18emergency exit. It decides not to choose
22:20anything at all.
22:21So, use the two-sided rule.
22:24When selling a product or service, limit
22:27the options.
22:29Offer two clear alternatives, not seven
22:32.
22:33When making a choice, don't research 15
22:35options.
22:37Select the best two and make your final
22:40decision, because the 15th option isn't
22:43protecting you from a mistake, it's
22:45keeping you from starting.
22:48A reasonable choice today is better than
22:51a perfect choice that never happens.
22:55Researchers asked a group of students to
22:58memorize a two-digit number.
23:00Another group needed to memorize a
23:03seven-digit number.
23:05Then, while they were still trying to
23:07remember, they were offered a snack:
23:09chocolate cake or fruit salad.
23:12Among those memorizing two digits, 27%
23:15chose the cake. Among those memorizing
23:18seven digits, 59%.
23:21More than double; it wasn't their
23:23appetite that changed, it was their
23:25brain that was busier.
23:28Self-control is not a personality trait
23:31, it is a battery that drains and
23:33competes for energy with everything your
23:36brain tries to manage: deadlines,
23:38arguments, notifications.
23:41When the brain is overloaded,
23:43self-control loses.
23:46That is why when I have an important
23:48meeting, like negotiating a bank loan, I
23:50schedule it for the morning.
23:52Not because of my brain, but because of
23:55the manager's brain. Because a tired
23:57brain doesn't just choose the cake, it
23:59chooses the easiest answer.
24:01And for a manager at 5 PM, after 100
24:04clients, the easiest answer is no.
24:08A rested manager at 9 AM, however,
24:10really listens and has the energy to
24:13find a solution.
24:15The main lesson is this: don't spend
24:17energy on small decisions.
24:20Analyze your business, your life, and
24:22find one big decision that eliminates 10
24:24small ones.
24:26For example, decide which is the most
24:28valuable task that really generates
24:30money and always set aside the same time
24:33for it.
24:35In my case, I use the first two hours of
24:37the morning to write the scripts for
24:39these videos.
24:41I never wake up wondering what I should
24:44do first.
24:46I answered that question in 2016, when I
24:48started making videos on YouTube.
24:52I'm going to offer you a coin toss. If
24:54it lands on heads, you win $ 50.
24:57If it lands on tails, you lose $ 100.
24:59On paper, it's a good bet.
25:02Even so, most people refuse. When
25:05researchers asked how much would be
25:07acceptable to win to risk losing $ 100,
25:09the average answer was $ 200.
25:12Double.
25:13We demand double the reward to accept
25:15the risk of loss, because losing money
25:17causes twice as much pain as winning
25:19causes pleasure.
25:21This is called loss aversion.
25:25And that is why most people never build
25:27anything, because creating a product or
25:29service is a numbers game.
25:33Most don't work out, and the few
25:35successes pay for everything.
25:39Amazon launched a phone in 2014, it
25:41flopped, and they lost 170 million
25:43dollars.
25:45Bezos said: "If you think that was a big
25:48failure, we're working on much bigger
25:50failures right now." He knew that one
25:53win pays for 100 losses, but your brain
25:56refuses to play that game.
25:59It wants zero losses. And zero losses
26:02means zero attempts.
26:05So, play like Bezos.
26:07Make many small attempts.
26:10Limit your risk so one mistake doesn't
26:12finish you, and let one win pay for all
26:15your errors.
26:17Open your closet. Half the clothes you
26:20never wear, yet you still can't throw
26:22them away. Why?
26:25Because you paid for them.
26:27This is the sunk cost trap.
26:30You keep doing something just because
26:32you've already spent time and money on
26:34it. You've also experienced the classic
26:36version.
26:37You order food at a restaurant and it's
26:39horrible, really bad.
26:41But it cost 30 dollars.
26:42So what do you do? You sit there and eat
26:45it all.
26:46Bite after bite, punishing yourself with
26:49food you hate.
26:51Now look at what you just did. The 30
26:53dollars were already gone when you
26:54placed the order. If you stop eating,
26:57the money is still lost, but at least
26:59you stop suffering.
27:01If you keep eating, the money is still
27:03lost and you spend the rest of the night
27:05feeling bad.
27:07You paid twice: once with money, then
27:09with every bite.
27:11Here is the rule.
27:13When money can no longer come back, it
27:15shouldn't influence your next decision.
27:19What is the best decision right now?
27:23The course you force yourself to finish
27:25even though it's bad, the car that
27:27breaks down every month, the clothes,
27:29the relationship you stay in because of
27:31the years you've already invested.
27:34The past has already taken your money.
27:37Don't let it take your future too.
27:40Try to sell your old PlayStation.
27:44You list it for 250, because it's great
27:46, barely used, and you even kept the box
27:49.
27:50Nobody buys it because every buyer
27:52thinks it's worth 150.
27:56Are they wrong?
27:57No, you are.
27:59And there is a name for this. Endowment
28:02effect. It sounds sophisticated, but it
28:04means this: when something is ours, we
28:06give it a much higher value than we
28:08normally would.
28:10In an experiment, some students were
28:12given coffee mugs. Then they were asked
28:15how much they would sell them for. The
28:18average answer was around 7.
28:21Then they asked the students who didn't
28:23get mugs.
28:25How much would you pay for one? Less
28:27than 3.
28:28The only difference was 5 minutes of
28:30ownership.
28:31As soon as something becomes yours, you
28:33value it much more and don't want to
28:36lose it. Companies know this. Why do you
28:39think every app offers a free trial? Why
28:42does the salesman insist on a test drive
28:44?
28:45Why do stores say 30 days money-back, no
28:48questions asked?
28:50It's not generosity.
28:52They are making you feel like an owner
28:54because they know that when something
28:56starts to feel yours, returning it feels
28:58like a loss, and you'd rather pay than
29:00lose it.
29:02In the 50s, ready-made cake mixes hit
29:05stores. American ones. You just had to
29:08add water and voilà, a perfect cake. But
29:11they didn't sell. Companies didn't
29:13understand. The product worked perfectly
29:17. That was the problem. It was too easy
29:19.
29:20It didn't feel like making a cake. It
29:22wasn't worthy of pride.
29:25So they changed one single thing. They
29:27took the powdered egg out of the mix.
29:29Now, you had to add an egg.
29:32Sales skyrocketed.
29:35The effort of adding an egg transformed
29:37it. That’s the "I built this" trick.
29:42Psychologists call this the IKEA effect
29:44.
29:44We overvalue what we build ourselves.
29:48The table you spent 4 hours assembling
29:50seems worth much more than an identical
29:52one in the store.
29:54Your effort is built into the price, but
29:57only in your head.
29:59Owning something increases its value.
30:02Building it from scratch increases it
30:04even more.
30:05And this trap hits entrepreneurs even
30:08harder. That’s why someone keeps a
30:10failing business going for years. Ask
30:12them why. They will talk about the
30:15market, a change in strategy, or future
30:17potential. But the reason is simple.
30:20Two years of sweat and sacrificed
30:22weekends are invested in that company.
30:25Closing it would be admitting that the
30:27effort was in vain.
30:30So they keep burning money month after
30:32month, just to protect their own ego.
30:35But the market doesn't care about your
30:37effort; it only pays for results.
30:40So, whenever you evaluate something you
30:42created, ask: "If someone else had made
30:45this, how much would I be willing to pay
30:47for it?"
30:49Every morning at 9:00, a man in a red
30:52hat stands in a busy square, waving his
30:54hat non-stop for 5 minutes.
30:57Until a police officer approaches and
30:59asks what the hell he is doing scaring
31:01away giraffes.
31:03"But there are no giraffes here, don't
31:05you see?""It's working.""I'm doing a
31:08great job."
31:10We laugh at this, but we press the
31:12elevator's door-close button, which in
31:15many elevators isn't even connected.
31:18Many pedestrian buttons at traffic
31:20lights are fake.
31:22They are installed so people feel they
31:24have control.
31:27Your brain hates feeling powerless so
31:29much that it invents control where there
31:31is no control at all.
31:33Psychologists call this the illusion of
31:35control. Now, be honest about your own
31:38way of scaring off giraffes.
31:41Checking your investments five times a
31:43day gives you a sense of active control
31:45, but it's just you waving your hat at
31:47nothing.
31:50Reading every news headline seems to
31:52keep you informed, but it's information
31:54overload and we do this with everything
31:56.
31:57When you can't control the outcome, we
31:59try to control the indicators.
32:02We refresh our email inbox, reread sent
32:04messages, track the delivery person on
32:07the map. We press the elevator button
32:10twice.
32:12Not because it will change the outcome,
32:13but because doing something feels better
32:15than waiting.
32:16So, learn to notice this impulse.
32:19Next time you open the app for the fifth
32:21time that day, ask: "Does this button
32:23actually work or is it just an elevator
32:25button?"
32:27The buttons that really work are boring
32:30.
32:31How much you save, how you spend, your
32:33skills, your patience.
32:35Press those buttons all day and leave
32:37the giraffes alone.
32:40Would you rather receive $ 1,000 today
32:43or $ 1,100 in a month?
32:46Many people choose the $ 1,000 now.
32:49That's fine.
32:50Now change the question.
32:52Would you rather receive $ 1,000 in 12
32:55months or $ 1,100 in 13 months?
32:59Suddenly, waiting one more month seems
33:01quite acceptable.
33:03Think about that.
33:04In both cases, you wait one extra month
33:07to earn $ 100 more.
33:09The only difference is that the first
33:11choice involves today.
33:14The present exerts a powerful force of
33:16attraction. What happens now has more
33:19weight than it should.
33:21That is why "buy now, pay later" works
33:23so well.
33:26That is why something you desperately
33:28need today will have been forgotten by
33:30Thursday.
33:31You can't turn off this force of
33:33attraction, but you can move the
33:35decision out of its reach.
33:37So, create a "buy later" list.
33:42Everything you want now goes on the list
33:43with today's date.
33:45If you still want it in 7 days, buy it
33:48without guilt. Most cravings won't
33:50survive the list. In 7 days, you'll look
33:53at it and wonder what you were thinking
33:55. I do this too when I think about
33:57dedicating my time to new ideas.
33:59Whenever a new idea pops up, it seems
34:01like the best thing in the world. If I
34:04started right away, I'd just waste time
34:06. So, I created a "do later" list. I
34:09leave each idea there for at least a
34:12week before acting on it.
34:15You are invited to dinner at your
34:17girlfriend's parents 'house. Her mother
34:19cooked all day long. The food is amazing
34:22. At the end, you stand up, take your
34:24wallet out, and say: "Wow, wonderful!
34:27How much do I owe for this dinner?" $
34:29300, $ 400.
34:32Congratulations. You might end up single
34:35before dessert.
34:38But why?
34:39You would easily pay $ 300 at a
34:41restaurant for a worse meal.
34:44So, why is it an insult here? Because we
34:47live in two different worlds.
34:50The social world: favors, family,
34:53friendships.
34:54We give our best without keeping score.
34:57And the economic world: salaries, prices
35:00, and transactions. We work according to
35:04how much we are paid.
35:06Researchers proved how fragile this
35:08boundary is. They had people drag
35:10circles on a computer screen. The most
35:13boring task ever invented.
35:16One group got $ 5 and dragged 159
35:19circles. Another group got 50 cents and
35:22dragged 101.
35:24A third group received nothing.
35:26They were simply asked to help as a
35:29favor.
35:30They dragged 168 circles, more than the
35:34$ 5 group.
35:37Working for free yielded better results
35:40than being paid because a favor belongs
35:42to the social world, where we give our
35:44best without keeping score, and any
35:46mention of money ruins it.
35:50A friend asks you to create a logo real
35:53quick and offers to pay you a little
35:55something.
35:56Now you are stuck between two worlds.
35:59It's no longer a favor, and the pay is
36:01offensively low.
36:02You work resentfully, and the friendship
36:05suffers the consequences. So pick a
36:08world and stay in it.
36:10Do it for free, with dedication, as a
36:13friend, or charge your full price as a
36:15professional.
36:16The middle ground ruins both.
36:20In the late 50s, the city of Sydney
36:22decided to build a new opera house. The
36:26budget was 7 million dollars. The
36:28opening was scheduled for 1963.
36:32It only opened in 1973,
36:3510 years behind schedule. A smaller
36:37version of the project and a final cost
36:40of 102 million dollars. And before you
36:43laugh at them, understand, this is
36:45completely normal.
36:48Studies show that almost all major
36:50projects are delayed and end up costing
36:53a fortune.
36:55Psychologists call this the planning
36:57fallacy.
36:59When we plan, we imagine the best-case
37:01scenario and call it an estimate.
37:04Your plan never includes the week you
37:06get sick, the client who disappeared, or
37:09the month where nothing goes right.
37:12Your plan is a fairy tale where
37:14everything works out, and reality has
37:16never been like that.
37:18Now apply this to your life.
37:20Your business that should start making a
37:23profit by mid-year, your goal to save $
37:25500 a month.
37:27Everything written by the same
37:28optimistic screenwriter who lives in
37:30your head. The solution is a simple rule
37:33. Take your internal planner's estimate
37:36and at the very least, multiply it by
37:38two.
37:39Double the time, double the cost.
37:42If the numbers still make sense after
37:44that, go ahead. If doubling the numbers
37:47makes the idea unfeasible, then it
37:49already was.
37:51You just found out without needing to
37:52spend anything.
37:54$ 1 isn't always $ 1 in your head. Its
37:58value changes depending on where it
37:59comes from.
38:01You wouldn't just pull $ 1,000 out of
38:03your savings to buy a new phone.
38:06But if your boss gave you a $ 1,000
38:08bonus, you might just buy it.
38:11That doesn't make any sense at all. In
38:13both cases, the money is yours. And $
38:161,000 is still $ 1,000.
38:18In psychology, this is called mental
38:20accounting.
38:22Your brain invents invisible boxes for
38:24your money. Your salary goes into the "
38:27serious money" box. Your bonus goes into
38:30the "fun money" box. A tax refund feels
38:32like a gift from the government.
38:35It’s absurd. No banknote comes with a
38:37tag saying where it came from.
38:40A $ 1,000 bonus helps pay off credit
38:42card debt just as well as your
38:44hard-earned salary.
38:47So, next time you get some unexpected
38:49money, forget where it came from.
38:52Don't think about what people usually do
38:54with a bonus. Ask yourself: "If this $
38:561,000 came from my savings, would I
38:59still spend it all on this purchase?" If
39:01the answer is no, don't do it.
39:05There is no such thing as "bonus money.
39:07"
39:08It is all your money.
39:11Years ago, American Express sent an
39:13offer to a customer.
39:15Three months of free subscriptions to
39:17five magazines. Who would turn down
39:19something free? The man accepted.
39:23What the offer didn't make clear was
39:25that after three months, the magazines
39:27would cost full price unless he canceled
39:29.
39:31Did he intend to cancel? Of course he
39:33did.
39:34Except he only canceled about 10 years
39:37later.
39:39That man was Cass Sunstein, a Harvard
39:42professor and co-author of Nudge.
39:45One of the most famous books on why we
39:48make bad decisions.
39:51The guy literally wrote a book about
39:53this type of mistake and still paid for
39:56the subscriptions for 10 years.
39:59This is the inertia bias.
40:02What is already happening tends to
40:04continue, because doing nothing is
40:06always the easiest option.
40:10Companies build entire business models
40:12on top of this: free trials, automatic
40:14renewals.
40:16They aren't betting that you'll say yes
40:18, they're betting that you'll do nothing
40:21.
40:22So, tonight, open your bank statement
40:24and read all your recurring charges out
40:26loud.
40:27Cancel them without mercy. You can
40:30always come back if you want to. Next,
40:32use this strategy to your advantage to
40:34build your future. Make saving automatic
40:37.
40:38Schedule an automatic transfer for
40:40payday before you even see the money.
40:43Make doing nothing help you get rich.
40:46I’m sure you know this feeling. All week
40:50long you were disciplined, cooked at
40:52home, ate well, exercised. Then,
40:55Saturday arrives and your brain says: "
40:57I did everything right all week, I
40:59deserve this." So, you spend, and the
41:01weekend wipes out everything you saved
41:04during the week.
41:06Psychologists call this moral licensing
41:09. It’s as if good behavior accumulates
41:12credits in your moral account and then
41:15your brain decides to spend them. The
41:17salad earns you the dessert, the gym
41:19earns you the pizza. Do you see the trap
41:21? Discipline didn't lead to progress; it
41:24led to permission.
41:26Here’s how to break this cycle.
41:29If your financial plan or exercise
41:31routine leaves no room for fun, sooner
41:33or later the part of you that wants to
41:36enjoy life will rebel.
41:38You save, you invest, you say no to
41:41everything.
41:43Until one day your brain says: "Oh,
41:45screw it. I'm tired of this crap, I need
41:47to have some fun too." And then you
41:49don't just buy one nice thing, you lose
41:52control. You don't eat a slice of cake,
41:55you eat the whole damn cake.
41:57Therefore, the solution is to include
41:59the reward in the plan before you even
42:01crave it.
42:02Set aside a fixed amount every month for
42:05fun. Restaurants, clothes, travel.
42:08Whatever makes you happy, spend that
42:11money guilt-free.
42:13This amount isn't getting in the way of
42:15the plan, it's helping you keep
42:17following the plan.
42:19Being disciplined for a week isn't the
42:22goal.
42:23The goal is to maintain discipline, and
42:25consistency doesn't mean taking weekends
42:28off.
42:30Imagine you have $ 10.
42:32You can buy a burger or a movie ticket.
42:35You buy the burger. How much did the
42:37burger cost? $ 10.
42:39But it also cost you the movie. Once the
42:42money is gone, everything it could have
42:44bought disappears with it.
42:46Economists call this opportunity cost.
42:49Our brain is terrible at seeing this.
42:52If you ask someone what they would buy
42:55instead of a car, they will mention
42:57another car. We compare things in the
43:00same box. Car with car, phone with phone
43:03, but money doesn't live in boxes.
43:06$ 30,000 doesn't know it's "car money."
43:10It can become an investment, a business
43:12, or the freedom to quit the job you
43:14hate.
43:16Let's say you buy a $ 50,000 BMW instead
43:19of a $ 20,000 car.
43:22You see the extra $ 30,000 you spent.
43:25Now, what you see is that if you invest
43:28that $ 30,000 at 8%for 20 years, it
43:31becomes about $ 140,000.
43:35In other words, you didn't just give up
43:37the $ 30,000, you gave up having $
43:39140,000 in the future. That is the real
43:41trade-off.
43:42What you choose is right in front of you
43:44. What you lose is invisible.
43:48That's why asking, "Can I afford it?" is
43:51the wrong question. Ask: what am I
43:54giving up to have this?
43:58Opportunity cost doesn't mean living
44:00like a monk, it means seeing the
44:02invisible choice before making the
44:05visible one.
44:06Every yes creates a no. Good decisions
44:10see both.
44:12Now you know all of this, and almost
44:14nothing changes.
44:16Newton knew about financial bubbles. The
44:19judges had been trained to be objective
44:21.
44:22Knowing didn't protect them. Because
44:24these biases don't depend on ignorance.
44:26They are automatic.
44:28So, the solution was never willpower.
44:31The solution is planning.
44:34You don't win by trying to think better
44:36at the moment of the decision; you win
44:38before the decision, by changing the
44:39circumstances.
44:41And that is what we are going to talk
44:42about.
44:44100 years ago, a psychologist and army
44:46officers evaluated soldiers.
44:48Shooting skills, intelligence,
44:50leadership, character. Then, he noticed
44:53something strange in the numbers.
44:55The tall, handsome soldiers received
44:57higher marks in everything.
45:01Think about it.
45:02Being handsome doesn't help you aim a
45:05rifle, but in the officers' heads, one
45:07positive trait influenced all the others
45:10.
45:11A single quality created a false
45:13positive impression about the entire
45:15person.
45:17This is called the Halo effect.
45:22About 4%of American men are over 6'2 "
45:25tall.
45:27But among CEOs of the 500 largest
45:29companies, that number rises to 33%.
45:35Nobody in a board meeting ever said,"
45:37Hire him because he's tall.
45:39"He simply looked like a leader.
45:42It's the Halo effect deciding who runs
45:45billionaire companies.
45:48And that is where this starts to cost
45:50you money.
45:51The founder is charismatic, so the
45:53company must be solid. He has a
45:56Lamborghini, so he must be a successful
45:58real estate agent. The office has marble
46:01floors, so the investment fund must be
46:04safe.
46:05A single impressive quality answering
46:08questions it shouldn't.
46:12So, when you are impressed by someone,
46:14stop and think about what caused that
46:17effect: the watch, the confidence, the
46:19number of followers.
46:22Those are criteria for evaluating the
46:24person. The business has its own
46:26criteria. The numbers, the risks, the
46:29conditions. He is impressive and the
46:33numbers make sense. These are two very
46:36different statements and only one of
46:38them puts money in your pocket.
46:42Researchers observed people's brains
46:44while they made financial decisions.
46:46When deciding on their own, the areas
46:49responsible for evaluation were active,
46:51exactly as expected. Then, the
46:53researchers added the advice of an
46:56expert economist.
46:57People followed the advice and activity
47:00in those areas dropped drastically.
47:03The expert didn't just add information,
47:06he replaced part of people's reasoning.
47:10The brain saw the credentials and the
47:12suit and thought:" Great, now I can stop
47:15working.
47:16"This is authority bias. Does this guy
47:20manage billions? He has a PhD. He
47:23predicted the last crisis. Fine.
47:26Impressive. But none of that answers the
47:29only question that matters. Does this
47:32make sense to me?
47:35So listen to the experts. Sure. Just
47:38don't let them make the final decision
47:40for you.
47:41Before investing a single dollar, do the
47:44following.
47:45Explain in your own words how the
47:47investment generates money, why you
47:50believe it will work, and what could go
47:52wrong, without mentioning who
47:54recommended it.
47:56If you can't, it's because you don't
47:58understand the investment yet, you're
48:01just trusting someone. And trust is not
48:04a strategy.
48:06Once, economists analyzed thousands of
48:09real estate sales and noticed something
48:11curious. Real estate agents sold other
48:13people's houses one way, but sold their
48:15own houses differently.
48:17When selling their own properties, they
48:19kept them listed longer and got higher
48:21prices.
48:24Do the math from the agent's side and
48:26everything makes sense.
48:27On the sale of your house, getting
48:3010,000 more in price yields a small
48:33additional commission, maybe about 150
48:36more.
48:37Now tell me, would you be willing to
48:40spend three more weeks making calls,
48:42doing showings, answering emails, and
48:44negotiating for 150?
48:47Exactly.
48:48That's why they say things like:"
48:50Honestly, I would accept this offer.
48:53You don't want to lose this buyer, "but
48:56when the house is theirs, those extra
48:5810,000 go straight into their pocket.
49:01Now, waiting three more weeks seems
49:04quite reasonable. The same agent, a
49:06different incentive.
49:08Charlie Munger summed it up perfectly:"
49:11Show me the incentive and I will show
49:13you the outcome. "It's worth remembering
49:16this phrase in almost every area of life
49:19.
49:20Before hiring someone, accepting advice
49:22, or letting someone handle your money,
49:24check their incentive.
49:27Does this person earn more when you have
49:29a better result, or do they get paid
49:31regardless?
49:33This doesn't mean you shouldn't trust
49:35people, it means understanding the rules
49:37of the game you place them in.
49:39People follow incentives, not intentions
49:43.
49:44Your phone is a casino chip. Let me
49:48explain.
49:49Cash has an inconvenient feature.
49:53You see it when it goes away. Hand
49:55someone a crisp $ 100 bill and you feel
49:58the pain instantly. The purchase becomes
50:00real. Cards, NFC payments, one-click
50:03buys, they all do the same thing.
50:07They separate the pleasure of buying
50:09from the pain of paying.
50:11And that is the problem.
50:14In one study, people agreed to pay
50:16almost double for the same product when
50:17using a card instead of cash.
50:20Casinos figured this out decades ago.
50:23That is why you gamble with chips.
50:26Chips don't feel like money.
50:29And now your phone has become a chip, a
50:32tap and you're done, almost painless.
50:35So, create obstacles on purpose in both
50:38directions.
50:40Use cash in the categories where you
50:42tend to overspend.
50:44Remove your saved cards.
50:46Disable one-click purchases. To save, do
50:49the opposite. Eliminate the difficulties
50:52. Automate transfers so the money is
50:55moved before you have to decide again.
50:59The rule is simple.
51:01Negative financial habits should have
51:04obstacles. Positive ones should have
51:06none at all.
51:08Researchers working with school
51:10cafeterias discovered something absurdly
51:13simple.
51:14Place fruit at eye level.
51:16Make desserts less visible, change
51:18nothing else, no bans or lectures on
51:21healthy eating.
51:22What the children ate changed by up to
51:2425%.
51:26This is called choice architecture.
51:30There is always someone organizing the
51:31environment in which you make decisions
51:33.
51:34Someone decided which option you see
51:36first and where the most expensive plan
51:38appears on the page.
51:40So, take on the role of planner. Want to
51:43eat less? Use smaller plates. Want to
51:46read more? Leave the book on top of your
51:48pillow. Want to exercise in the morning
51:50? Leave your sneakers and clothes next
51:52to the bed the night before. Organize
51:54the environment and it does the work of
51:56discipline for you.
51:59Now the final lesson.
52:01There is a trick that quadrupled
52:04people's savings.
52:06Everyone knows they should save more. So
52:09why don't they? Have you met the
52:11culprits in this video? Saving today
52:14means having less money available today
52:17. And that feels like a loss, and losses
52:19hurt twice as much.
52:22Meanwhile, the reward is there in the
52:24future, but the sacrifice happens now,
52:27and the" now "always wins.
52:31So, economists stopped fighting these
52:33instincts.
52:35They created a program called Save More
52:37Tomorrow.
52:38Employees agreed that when they received
52:41their next salary raise, part of it
52:43would be automatically set aside for
52:46retirement.
52:47See the genius in that?
52:49You don't give up money you already have
52:51; you give up a portion of money you
52:53never actually touched.
52:55There is no loss to feel, and the
52:57commitment is in the future, where your
53:00brain doesn't panic.
53:02As a result, savings rates went from 3.5
53:05%to 13.6%.
53:08Almost four times more.
53:10Nothing changed about the people. The
53:12system did all the work. Copy this idea
53:16.
53:16Decide today what you will do with your
53:18future raises and bonuses.
53:21For example, I will automatically invest
53:24half of my next raises. Remember the
53:27judges and how a pair of loaded dice
53:29changed their sentences by 60%?
53:32This is the true lesson of this entire
53:35video. The judges 'problem wasn't a lack
53:37of intelligence. Newton was intelligent
53:40, yet he bought stocks at the peak of a
53:42bubble.
53:43An economist who wrote a book on
53:45decision-making paid for magazines he
53:47never read for 10 years.
53:50No one overcomes these biases just by
53:52hoping for the best.
53:54No one. Not the judges, not even those
53:57who discovered the biases.
53:59Not you, not me.
54:02Those who are financially successful
54:04stop trying to do that.
54:06They stop relying on willpower when
54:08making decisions and start planning the
54:10circumstances.
54:13They set the first number, decide before
54:16entering the environment, automate
54:17savings, create obstacles to spending,
54:20and never underestimate the environment
54:22the seller has prepared.
54:25You can't stop your brain from latching
54:28onto the first number it sees, but you
54:30can decide who gets to put the dice in
54:32your hands.
54:34From now on, let it be you. And look, we
54:37both know that just watching this video
54:39doesn't change anything. So, choose one
54:41lesson and put it into practice today.
54:44Reviewing your subscriptions is the
54:46easiest way to start, right? Open your
54:48statement tonight and cancel what you
54:49don't use.
54:5010 minutes and this video will have
54:52already been worth it.
54:55Thanks for watching and have a great day
54:57.

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This page contains the full transcript of 17 Truques Psicológicos Que Te Fazem Economizar DINHEIRO by UM POUCO MELHOR, generated from the public captions YouTube serves with the video. The transcript has 7,687 words across 1,357 segments, with the original timestamps preserved so you can click any line to jump to that moment in the embedded player.

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