Update rule.md

rules/when-to-use-anchoring/rule.md

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-Anchoring is a cognitive bias where individuals rely heavily on the first piece of information they encounter (the "anchor") when making decisions or judgments. This initial information then influences subsequent thinking and judgments, often leading to skewed conclusions or estimations. Anchoring can occur consciously or unconsciously and can significantly impact decision-making processes across various contexts, from negotiations and purchases to problem-solving and risk assessment.
+Anchoring is a cognitive bias where individuals rely heavily on the first piece of information they encounter (the "anchor") when making decisions. This initial information then influences subsequent thinking and judgments, often leading to skewed conclusions or estimations. Anchoring can occur consciously or unconsciously and can significantly impact decision-making from negotiations.
 
 While anchoring can be a powerful technique in certain situations, it's essential to consider its potential drawbacks and the context in which it is used to achieve the most postitive outcome to a situation. During meetings, senior people should give their opinions last to avoid creating bias to foster better collaboration and discussion.
 
 <!--endintro-->
 
-`youtube: https://youtu.be/JL4OoKJyNrc`
-**Video: Jeff Bezos - Talking about bias in meetings**
+`youtube: https://youtu.be/JL4OoKJyNrc`  
+**Video: Jeff Bezos: Truth is uncomfortable | Lex Fridman Podcast Clips (6 min)**
 
 ## When not to use anchoring in a meeting
 
-1. **Misleading Intentions:** Anchoring should not be used with the intention of misleading or manipulating others, as this can erode trust and undermine collaborative relationships in the workplace.
-2. **Ignoring True Value:** Overreliance on anchoring can detract from genuinely assessing the value or merits of alternatives, hindering creative problem-solving and innovation.
-3. **Rigidity in Negotiation:** Using anchoring excessively can create rigidity in negotiation dynamics, making it challenging to adapt to changing circumstances or explore mutually beneficial solutions.
-4. **Ethical Considerations:** Anchoring should be used ethically and transparently, avoiding tactics that exploit or disadvantage other parties involved in the workplace interaction.
+1. **Rigidity in Negotiation:** Avoid using anchoring in a meeting as it becomes challenging to adapt to changing circumstances or explore mutually beneficial solutions.
 
 ::: greybox
 At the start of a meeting, the CEO gives their opinion upfront on the topic to be discussed and creates bias amongst the team.
+:::
+
 ::: bad
-Figure: An example of when anchoring should not be used in a meeting
+Figure: Bad example - When anchoring should not be used in a meeting
 :::
 
-## When to use anchoring in a meeting
+## You may be asked to use an anchor in a meeting to:
+
+1. **Set Price and Timeframe:** In software development, this would be done after the spec review. Although clients want an initial estimate, which will set their anchor, 
+2. **Set Expectations:** Anchoring can help set initial expectations for discussions, projects, or negotiations, providing a reference point to guide the conversation towards desired outcomes.
+3. **Influence Perceptions:** Presenting a strong anchor can shape how others perceive the merits of a proposal increasing support.
+4. **Encourage Compromise:** Anchoring can prompt clients to adjust their positions or expectations, facilitating compromise and consensus-building in complex or contentious situations.
 
-1. **Setting Expectations:** Anchoring can help set initial expectations for discussions, projects, or negotiations, providing a reference point to guide the conversation towards desired outcomes.
-2. **Influencing Perceptions:** Presenting a strong anchor can shape how others perceive the value or merits of a proposal, idea, or course of action, potentially increasing buy-in or support.
-3. **Demonstrating Confidence:** Using anchoring confidently can convey assertiveness and leadership, which can be beneficial in driving initiatives forward and garnering respect from colleagues or stakeholders.
-4. **Encouraging Compromise:** Anchoring can prompt clients to adjust their positions or expectations, facilitating compromise and consensus-building in complex or contentious situations.
+::: greybox
+A salesperson opens a meeting asking questions:
+- size of the company
+- size of the problem the software solves
+- time constraints
+The salesperson than anticipates the internal anchor the client has percieved about the project and then establishes whether their is a big difference between the client's perceptions and reality
+:::
 
-:::greybox
-A salesperson opens a meeting with a client offering a realistic pricing option for a project by listing a breakdown of costs for each stage of the project.
-:::good
-Figure:An example of when anchoring should be used in a meeting
+::: good
+Figure: Good example - When anchoring should be used in a meeting
 :::