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Category Archives: Learning

20 Rules for a Knight: A Timeless Guide from 1483

“Often we imagine that we will work hard until we arrive at some distant goal, and then we will be happy. This is a delusion. Happiness is the result of a life lived with purpose. Happiness is not an objective. It is the movement of life itself, a process, and an activity. It arises from curiosity and discovery. Seek pleasure and you will quickly discover the shortest path to suffering.”


The quest to become a knight has occupied many over the years.

In 1483, Sir Thomas Lemuel Hawke of Cornwall was among 323 killed at the Battle of Slaughter Bridge. Foreseeing this outcome, Sir Thomas wrote a letter to his children in Cornish outlining the Rules for a Knight — the life lessons Sir Thomas wished to pass along to his four children.

The severely damaged letter was adapted and reconstructed by Ethan Hawke, after the family discovered it in the early 1970s in the basement of the family farm near Waynesville, Ohio after his great grandmother passed away.

Or, so the story goes.

The resulting book, Rules for a Knight — in reality a work of fiction — began over a decade ago. Why a book about knights? Hawke explains:

“I’ve just always loved the idea of knighthood,” he said. “It makes being a good person cool. Or, aspiring to be a good person cool.”

And so Hawke started applying the chivalry to his own household:

My wife was reading a book about step-parenting, and this book was talking about the value of rules, so we started saying, well, what are the rules of our house? And you start with the really mundane, like eight-o’clock bedtime, all that kind of stuff. And then, invariably, you start asking yourself, well, what do we really believe in? So I started riffing on this idea of ‘rules for a knight.’ Like, what does the king decree, you know? I wrote it out—the idea was we were going to put it on the wall, in calligraphy. Like, these are the rules.

The work stands alone as a blueprint of civilized growth and self-improvement, the path to becoming a humble, strong, and reliable gentleman (or lady). The ideas mostly come from “other knights,” including Muhammad Ali, Emily Dickinson, Dwight D. Eisenhower, and Mother Teresa, as Hawke credits them on the acknowledgment page.

“Never announce that you are a knight, simply behave as one.” Click To Tweet


“Tonight,” Sir Thomas Lemuel Hawkes of Cornwall begins, “I will share with you some of the more valuable stories, events, and moments of my life so that somewhere deep in the recesses of your imagination these lessons might continue on and my experiences will live to serve a purpose for you.”

20 Rules for a Knight

1. Solitude

Create time alone with yourself. When seeking the wisdom and clarity of your own mind, silence is a helpful tool. The voice of our spirit is gentle and cannot be heard when it has to compete with others. Just as it is impossible to see your reflection in troubled water, so too is it with the soul. In silence, we can sense eternity sleeping inside us.

2. Humility

Never announce that you are a knight, simply behave as one. You are better than no one, and no one is better than you.

3. Gratitude

The only intelligent response to the ongoing gift of life is gratitude. For all that has been, a knight says, “Thank you.” For all that is to come, a knight says, “Yes!”

4. Pride

Never pretend you are not a knight or attempt to diminish yourself because you deem it will make others more comfortable. We show others the most respect by offering the best of ourselves.

5. Cooperation

Each one of us is walking our own road. We are born at specific times, in specific places, and our challenges are unique. As knights, understanding and respecting our distinctiveness is vital to our ability to harness our collective strength. The use of force may be necessary to protect in an emergency, but only justice, fairness, and cooperation can truly succeed in leading men. We must live and work together as brothers or perish together as fools.

6. Friendship

The quality of your life will, to a large extent, be decided by with whom you elect to spend your time.

7. Forgiveness

Those who cannot easily forgive will not collect many friends. Look for the best in others.

8. Honesty

A dishonest tongue and a dishonest mind waste time, and therefore waste our lives. We are here to grow and the truth is the water, the light, and the soil from which we rise. The armor of falsehood is subtly wrought out of the darkness and hides us not only from others but from our own soul.

9. Courage

Anything that gives light must endure burning.

10. Grace

Grace is the ability to accept change. Be open and supple; the brittle break.

11. Patience

There is no such thing as a once-in-a-lifetime opportunity. A hurried mind is an addled mind; it cannot see clearly or hear precisely; it sees what it wants to see, or hears what it is afraid to hear, and misses much. A knight makes time his ally. There is a moment for action, and with a clear mind that moment is obvious.

12. Justice

There is only one thing for which a knight has no patience: injustice. Every true knight fights for human dignity at all times.

13. Generosity

You were born owning nothing and with nothing you will pass out of this life. Be frugal and you can be generous.

14. Discipline

In the field of battle, as in all things, you will perform as you practice. With practice, you build the road to accomplish your goals. Excellence lives in attention to detail. Give your all, all the time. Don’t save anything for the walk home.The better a knight prepares, the less willing he will be to surrender.

15. Dedication

Ordinary effort, ordinary result. Take steps each day to better follow these rules. Luck is the residue of design. Be steadfast. The anvil outlasts the hammer.

16. Speech

Do not speak ill of others. A knight does not spread news that he does not know to be certain, or condemn things that he does not understand.

17. Faith

Sometimes to understand more, you need to know less.

18. Equality

Every knight holds human equality as an unwavering truth. A knight is never present when men or women are being degraded or compromised in any way, because if a knight were present, those committing the hurtful acts or words would be made to stop.

19. Love

Love is the end goal. It is the music of our lives. There is no obstacle that enough love cannot move.

20. Death

Life is a long series of farewells; only the circumstances should surprise us. A knight concerns himself with gratitude for the life he has been given. He does not fear death, for the work one knight begins, others may finish.

The rest of Rules For a Knight goes on to explore these ideas in greater detail. Despite its fiction status, the book is a timeless meditation on self-improvement and what it means to be a parent.

20 Rules for a Knight: a Timeless Guide from 1483 Click To Tweet

How To Win An Argument


We spend a lot of our lives trying to persuade others.

This is one of the reasons that Daniel Pink says that we’re all in sales.

Some of you, no doubt, are selling in the literal sense— convincing existing customers and fresh prospects to buy casualty insurance or consulting services or homemade pies at a farmers’ market. But all of you are likely spending more time than you realize selling in a broader sense—pitching colleagues, persuading funders, cajoling kids. Like it or not, we’re all in sales now.

There are many ways to change minds. We often try to convince people.

In the difference between persuading and convincing, Seth Godin writes:

Marketers don’t convince. Engineers convince. Marketers persuade. Persuasion appeals to the emotions and to fear and to the imagination. Convincing requires a spreadsheet or some other rational device.

It’s much easier to persuade someone if they’re already convinced, if they already know the facts. But it’s impossible to change someone’s mind merely by convincing them of your point.

But what do we do when this doesn’t work?

Kathryn Schulz, in her book Being Wrong: Adventures in the Margin of Error, explains:

… The first thing we usually do when someone disagrees with us is that we just assume they are ignorant. You know, they don’t have access to the same information we do and when we generously share that information with them, they are going to see the light and come on over to our team.

When that doesn’t work. When it turns out those people have all the same information and they still don’t agree with us we move onto a second assumption. They’re idiots …

This is what we normally do. We try to convince them that we’re right and they are wrong. (Most people, however, are not idiots.)

In many cases this is just us being overconfident about what we think — the illusion of explanatory depth. We really believe that we understand how something works when we don’t.

In a study about a decade ago, Yale professors Leonid Rozenblit and Frank Keil, asked students to explain how simple things work, like a flushing toilet, a sewing machine, piano keys, a zipper, and a cylinder lock. It turns out, we’re not nearly as smart as we think.

When our knowledge was put to the test, their familiarity with these things led to an (unwarranted) overconfidence about how they worked.

Most of the time people don’t put us to the test. When they do, the results don’t match our confidence. (Interestingly, one of the best ways to really learn how something works is to flip this around. It’s called the Feynman Technique.)

The Era of Fake Knowledge

It’s never been easier to fake what you know: to yourself and others.

It’s about energy conservation. Why put in the effort to learn something if we can get by most of the time without learning it? Why read the entire document when you can just skim the executive summary?

Unable to discern between what we know and what we pretend to know, we ultimately become victims of our own laziness and intellectual dishonesty.

However, we end up fooling ourselves.

In a lecture at the Galileo Symposium in Italy in 1964, future Nobel laureate Richard Feynman said “The first principle is that you must not fool yourself, and you are the easiest person to fool.”

How to Win an Argument

Research published last year and brought to my attention by Mind Hacks shows how this effect might help you convince people they are wrong.

Mind Hacks summarizes the work:

One group was asked to give their opinion and then provide reasons for why they held that view. This group got the opportunity to put their side of the issue, in the same way anyone in an argument or debate has a chance to argue their case.

Those in the second group did something subtly different. Rather than provide reasons, they were asked to explain how the policy they were advocating would work. They were asked to trace, step by step, from start to finish, the causal path from the policy to the effects it was supposed to have.

The results were clear. People who provided reasons remained as convinced of their positions as they had been before the experiment. Those who were asked to provide explanations softened their views, and reported a correspondingly larger drop in how they rated their understanding of the issues.


This simple technique is one to add to our tool belt.

If you want to win an argument, ask the person trying to convince you of something to explain how it would work.

Odds are they have not done the work required to hold an opinion. If they can explain why they are correct and how things would work, you’ll learn something. If they can’t you’ll soften their views, perhaps nudging them ever so softly toward your views.

It is worth bearing in mind, however, that someone might do the same to you.

The Impoverishment of Attention

“While the link between attention and excellence remains hidden most of the time, it ripples through almost everything we seek to accomplish.”


Focus matters enormously for success in life and yet we seem to give it little attention.

Daniel Goleman‘s book, Focus: The Hidden Driver of Excellence, explores the power of attention. “Attention works much like a muscle,” he writes, “use it poorly and it can wither; work it well and it grows.”

To get the results we want in life, Goleman argues we need three kinds of focus: inner, other, and outer.

Inner focus attunes us to our intuitions, guiding values, and better decisions. Other focus smooths our connections to the people in our lives. And outer focus lets us navigate in the larger world. A (person) tuned out of his internal world will be rudderless; one blind to the world of others will be clueless; those indifferent to the larger systems within which they operate will be blindsided.

How we deploy attention shapes what we see. Or as Yoda says, “Your focus is your reality.”

Goleman argues that, despite the advantages of everything being only a click away, our attention span is suffering.

An eighth-grade teacher tells me that for many years she has had successive classes of students read the same book, Edith Hamilton’s Mythology. Her students have loved it— until five years or so ago. “I started to see kids not so excited— even high-achieving groups could not get engaged with it,” she told me. “They say the reading is too hard; the sentences are too complicated; it takes a long time to read a page.”

She wonders if perhaps her students’ ability to read has been somehow compromised by the short, choppy messages they get in texts. One student confessed he’d spent two thousand hours in the last year playing video games. She adds, “It’s hard to teach comma rules when you are competing with World of WarCraft.”

Here is a telling story. I was in a coffee shop just the other day and I noticed that when two people were having a conversation they couldn’t go more than a few minutes without picking up their phone. Our inability to resist checking email, Facebook, and Twitter rather than focus on the here and now leads to a real life out-of-office. Sociologist Erving Goffman, calls this “away,” which tells other people “I’m not interested” in you right now.

We continually fight distractions. From televisions on during supper, text messages, emails, phone calls … you get the picture. This is one reason I’ve changed my media consumption habits.

It feels like we’re going through life in a state of “continuous partial attention.” We’re there but not really there. Unaware of where we place our attention. Unconscious about how we live.

I once worked with the CEO of a private organization. We often discussed board meetings, agendas, and other areas of time allocation. I sensed a disconnect between where he wanted to spend his time and what he actually spent time on.

To verify, I went back over the last year of board meetings and categorized each scheduled agenda item. I found a substantial mismatch; he was spending a great deal of time on issues he thought were not important. In fact, the ‘scheduled time’ was almost the complete inverse of what he wanted to focus on.

Goleman also points to some of the implications of our modern world.

The onslaught of incoming data leads to sloppy shortcuts, like triaging email by heading, skipping much of voice mails, skimming messages and memos. It’s not just that we’ve developed habits of attention that make us less effective, but that the weight of messages leaves us too little time simply to reflect on what they really mean.

In 1977, foreseeing what was going to happen, the Nobel-winning economist Herbert Simon wrote:

What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention, and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.

William James, a pioneer of modern psychology, defined attention as “the sudden taking possession by the mind, in clear and vivid form, of one of what seems several simultaneously possible objects or trains of thought.”

We naturally focus when we’re lost. Imagine for a second the last time you were driving in your car without your GPS and you got lost. Think back to the first thing you did in response. I bet you turned off the radio so you could increase your focus.

Goleman, paraphrasing research, argues there are two main varieties of distractions: sensory and emotional.

The sensory distractors are easy: as you read these words you’re tuning out (our sponsor and all of the text on the right). Or notice for a moment the feeling of your tongue against your upper palate—just one of an endless wave of incoming stimuli your brain weeds out from the continuous wash of background sounds, shapes and colors, tastes, smells, sensations, and on and on.

More daunting is the second variety of lures: emotionally loaded signals. While you might find it easy to concentrate on answering your email in the hubbub of your local coffee shop, if you should overhear someone mention your name (potent emotional bait, that) it’s almost impossible to tune out the voice that carries it— your attention reflexively alerts to hear what’s being said about you. Forget that email. The dividing line between fruitless rumination and productive reflection lies in whether or not we come up with some tentative solution or insight and then can let those distressing thoughts go—or if, on the other hand, we just keep obsessing over the same loop of worry.

The more our focus gets disrupted, the worse we do.

To focus we must tune out emotional distractions. But not at all costs. The power to disengage focus is also important.

That means those who focus best are relatively immune to emotional turbulence, more able to stay unflappable in a crisis and to keep on an even keel despite life’s emotional waves.

Failure to drop one focus and move on to others can, for example, leave the mind lost in repeating loops of chronic anxiety. At clinical extremes it means being lost in helplessness, hopelessness, and self-pity in depression; or panic and catastrophizing in anxiety disorders; or countless repetitions of ritualistic thoughts or acts (touch the door fifty times before leaving) in obsessive-compulsive disorder. The power to disengage our attention from one thing and move it to another is essential for well-being.

We’ve all seen what a strong selective focus looks like. It’s the couple in the coffee shop mentioned above, eyes locked, who fail to realize they are not alone.

It should come as no surprise that we learn best with focused attention.

As we focus on what we are learning, the brain maps that information on what we already know, making new neural connections. If you and a small toddler share attention toward something as you name it, the toddler learns that name; if her focus wanders as you say it, she won’t.

When our mind wanders off, our brain activates a host of brain circuits that chatter about things that have nothing to do with what we’re trying to learn. Lacking focus, we store no crisp memory of what we’re learning.

Goleman goes on to discuss how we connect what we read to our mental models, which is the heart of learning.

As we read a book, a blog, or any narrative, our mind constructs a mental model that lets us make sense of what we are reading and connects it to the universe of such models we already hold that bear on the same topic.

If we can’t focus we’ll have more holes in our understanding. (To find holes in your understanding, try the Feynman Technique, which was actually an invention of George Eliot’s but I’ll save that for another day.)

When we read a book, our brain constructs a network of pathways that embodies that set of ideas and experiences. Contrast that deep comprehension with the interruptions and distractions that typify the ever-seductive Internet.

The continuous onslaught of texts, meetings, videos, music, email, Twitter, Facebook, and more is the enemy of understanding. The key, argues Nicolas Carr, author of The Shallows: What the Internet Is Doing to Our Brains, is “deep reading.” And the internet is making this nearly impossible.

There is, however, perhaps no skill better than deep and focused thought. “The more information that’s out there,” says Tyler Cowen, author of Average Is Over: Powering America Beyond the Age of the Great Stagnation, “the greater the returns to just being willing to sit down and apply yourself. Information isn’t what’s scarce; it’s the willingness to do something with it.” Deep thought must be learned. In order to do that, however, we must tune out most of the distractions and focus.

Goleman reminds us that some of this too was foreseen.

Way back in the 1950s the philosopher Martin Heidegger warned against a looming “tide of technological revolution” that might “so captivate, bewitch, dazzle, and beguile man that calculative thinking may someday come to be … the only way of thinking.” That would come at the loss of “meditative thinking,” a mode of reflection he saw as the essence of our humanity.

I hear Heidegger’s warning in terms of the erosion of an ability at the core of reflection, the capacity to sustain attention to an ongoing narrative. Deep thinking demands sustaining a focused mind. The more distracted we are, the more shallow our reflections; likewise, the shorter our reflections, the more trivial they are likely to be. Heidegger, were he alive today, would be horrified if asked to tweet.

The rest of Focus: The Hidden Driver of Excellence goes on to narrow in on “the elusive and under-appreciated mental faculty in the mind’s operations” known as attention and its role in living “a fulfilling life.”

5 Design-Informed Approaches to Good Learning

John Maeda elaborates on these five tips for learning below.

  1. BASICS are the beginning.
  2. REPEAT yourself often.
  3. AVOID creating desperation.
  4. INSPIRE with examples.
  5. NEVER forget to repeat yourself.


John Maeda is a graphic designer and computer scientist. His book, The Laws of Simplicity, proposes ten laws for simplifying complex systems in business and life. Think of it as simplicity 101.

Maeda has some interesting things to say on learning:

Learning occurs best when there is a desire to attain specific knowledge. Sometimes that need is edification, which is itself a noble goal. Although in the majority of cases, having some kind of palpable reward, whether a letter grade or a candy bar, is necessary to motivate most people. Whether there is an intrinsic motivation like pride or an extrinsic motivation like a free cruise to the Caribbean waiting at the very end, the journey one must take to reap the reward is better when made tolerable.

Maeda believes that the best motivator to learn is giving students a seemingly insurmountable challenge.

1. Basics

The first step in conveying the BASICS is to assume the position of the first-time learner. As the expert, playing this role is not impossible, but it is best ceded to a focus group or any other gathering of external participants. Observing what fails to make sense to the non-expert, and then following that trail successively to the very end of the knowledge chain is the critical path to success. Gathering these truths is worthwhile but can be time consuming or else done poorly.

This echoes the first habit of effective thinking, understand deeply.

Be brutally honest about what you know and don’t know. Then see what’s missing, identify the gaps, and fill them in.

The easiest way to learn the basics is to teach them to yourself. Maeda tells this story to illustrate the point:

A few years ago, I visited the master of Swiss typographic design, Wolfgang Weingart, in Maine to give a lecture for his then regular summer course. I marveled at Weingart’s ability to give the exact same introductory lecture each year. I thought to myself, “Doesn’t he get bored?” Saying the same thing over and over had no value in my mind, and I honestly began to think less of the Master. Yet it was upon maybe the third visit that I realized how although Weingart was saying the exact same thing, he was saying it simpler each time he said it. Through focusing on the basics of basics, he was able to reduce everything that he knew to the concentrated essence of what he wished to convey. His unique example rekindled my excitement for teaching.

A quick way to figure out what basics you’re missing is the Feynman Technique.

2. Repeat

REPEAT-ing yourself can be embarrassing, especially if you are self-conscious-which most everyone is. But there’s no need to feel ashamed, because repetition works and everyone does it, including the US President and other leaders.

3. Avoid desperation

A gentle, inspired start is the best way to draw students, or even a new customer, into the immersive process of learning.

4. Inspire

INSPIRATION is the ultimate catalyst for learning: internal motivation trumps external reward. Strong belief in someone, or else some greater power like God, helps to fuel belief in yourself and gives you direction.


forget to repeat yourself. Never Forget to repeat yourself. Never …

If you liked this article you’ll love:

The Impoverishment of Attention


The Art of Learning

Josh Waitzkin has mastered the game of Chess — winning his first National Championship at the age of nine — and the physical challenge of martial arts, becoming a World Champion of Tai Chi Chuan. One thing Josh is good at is learning to master new skills.

I want to highlight two passages from his book, The Art of Learning: An Inner Journey to Optimal Performance, for readers.

The first one speaks to why Josh could come into a new sport, Tai Chi Chuan, and advance faster than others who had been practicing for years longer than he had. He was willing to lose to win.

It seemed that many other students were frozen in place, repeating their errors over and over, unable to improve because of a fear of releasing old habits. When Chen (the master teaching the students) made suggestions, they would explain their thinking in an attempt to justify themselves. They were locked in a need to be correct.

Waitzkin’s philosophy was that if you could maximize the learning from your mistakes and avoid repeating them you would skyrocket to the top of any field. While it’s impossible to avoid repeating every mistake, Waitzkin tried to minimize repetition of them by not letting his ego get in the way.

The second passage I want to share with you is on learning. The theme is depth over breadth.

The learning principle is to plunge into the detailed mystery of the micro in order to understand what makes the macro tick. Our obstacle is that we live in an attention-deficit culture. We are bombarded with more and more information on television, radio, cell phones, video games, the Internet. The constant supply of stimulus has the potential to turn us into addicts, always hungering for something new and prefabricated to keep us entertained. When nothing exciting is going on, we might get bored, distracted, separated from the moment. So we look for new entertainment, surf channels, flip through magazines. If caught in these rhythms, we are like tiny current-bound surface fish, floating along a two-dimensional world without any sense for the gorgeous abyss below. When these societally induced tendencies translate into the learning process, they have devastating effect.

… Many “Kung Fu” schools fuel this problem by teaching numerous flowery forms, choreographed sets of movement, and students are rated by how many forms they know. Everyone races to learn more and more, but nothing is done deeply. Things look pretty but they are superficial, without a sound body mechanic or principled foundation. Nothing is learned at a high level and what results are form collectors with fancy kicks and twirls that have absolutely no martial value.

Still curious? Josh was the subject of the book and movie Searching for Bobby Fischer. Read The Art of Learning.

An Algorithm for Solving Problems

“He (Richard Feynman) was always searching for patterns, for connections, for a new way of looking at something, but I suspect his motivation was not so much to understand the world as it was to find new ideas to explain. The act of discovery was not complete for him until he had taught it to someone else.”Daniel Hillis


The Feynman Algorithm, which is a simplification of Richard Feynman’s technique to learn anything, is a good all purpose algorithm for solving problems. Cal Newport explains:

  1. Simplify the problem down to an “essential puzzle.” Here’s how Danny Hillis explained Feynman’s use of simplicity: “He always started by asking very basic questions like, ‘What is the simplest example?’ or ‘How can you tell if the answer is right?’ He asked questions until he reduced the problem to some essential puzzle that he thought he would be able to solve. Then he would set to work.”
  2. Continually master new techniques and then apply them to your library of unsolved puzzles to see if they help. As mathematician Gian Carlo-Rota explained when describing Feynman’s use of this strategy: “Every once in a while there will be a hit, and people will say: ‘How did he do it? He must be a genius!’”