Also true of, say, OCD.

Bit of a tangent, but something from that essay always bothered me.

I recently saw an ad for waiters saying they wanted people with a "passion for service." The real thing is not something one could have for waiting on tables.

Paul Graham

So I began to linger in my duties around Vincent's tables to observe his technique. I quickly learned that his style was to have no single style. He had a repertoire of approaches, each ready to be used under the appropriate circumstances. When the customers were a family, he was effervescent—even slightly clownish— directing his remarks as often to the children as the adults. With a young couple on a date, he became formal and a bit imperious in an attempt to intimidate the young man (to whom he spoke exclusively) into ordering and tipping lavishly. With an older, married couple, he retained the formality but dropped the superior air in favor of a respectful orientation to both members of the couple. Should the patron be dining alone, Vincent selected a friendly demeanor—cordial, conversational, and warm. Vincent reserved the trick of seeming to argue against his own interests for large parties of 8 to 12 people. His technique was veined with genius. When it was time for the first person, normally a woman, to order, he went into his act. No matter what she elected, Vincent reacted identically: His brow furrowed, his hand hovered above his order pad, and after looking quickly over his shoulder for the manager, he leaned conspiratorially toward the table to report for all to hear "I'm afraid that is not as good tonight as it normally is. Might I recommend instead the [blank] or the [blank]?" (At this point, Vincent suggested a pair of menu items that were slightly less expensive than the dish the patron had selected initially.) "They are both excellent tonight." With this single maneuver, Vincent engaged several important principles of influence. First, even those who did not take his suggestions felt that Vincent had done them a favor by offering valuable information to help them order. Everyone felt grateful, and consequently, the rule for reciprocity would work in his favor when it came time for them to decide on his gratuity. Besides hiking the percentage of his tip, Vincent's maneuver also placed him in a favorable position to increase the size of the party's order. It established him as an authority on the current stores of the house: he clearly knew what was and wasn't good that night. Moreover—and here is where seeming to argue against his own interests comes in—it proved him to be a trustworthy informant because he recommended dishes that were slightly less expensive than the one originally ordered. Rather than trying to line his own pockets, he seemed to have the customers' best interests at heart. To all appearances, he was at once knowledgeable and honest, a combination that gave him great credibility. Vincent was quick to exploit the advantage of this credible image. When the party had finished giving their food orders, he would say, "Very well, and would you like me to suggest or select wine to go with your meals?" As I watched the scene repeated almost nightly, there was a notable consistency to the customer's reaction—smiles, nods, and, for the most part, general assent.

Robert Cialdini, Influence

This speech was really something special. Thanks for posting it. My favorite sections:

"If it takes years to articulate great questions, what do you do now, at sixteen? Work toward finding one. Great questions don't appear suddenly. They gradually congeal in your head. And what makes them congeal is experience. So the way to find great questions is not to search for them-- not to wander about thinking, what great discovery shall I make? You can't answer that; if you could, you'd have made it.

The way to get a big idea to appear in your head is not to hunt for big ideas, but to put in a lot of time on work that interests you, and in the process keep your mind open enough that a big idea can take roost. Einstein, Ford, and Beckenbauer all used this recipe. They all knew their work like a piano player knows the keys. So when something seemed amiss to them, they had the confidence to notice it."

And:

"Rebellion is almost as stupid as obedience. In either case you let yourself be defined by what they tell you to do. The best plan, I think, is to step onto an orthogonal vector. Don't just do what they tell you, and don't just refuse to. Instead treat school as a day job. As day jobs go, it's pretty sweet. You're done at 3 o'clock, and you can even work on your own stuff while you're there."

Great stuff.