stevie wrote: ↑September 7th, 2021, 1:13 am
Sushan wrote: ↑September 6th, 2021, 10:15 pm
stevie wrote: ↑September 6th, 2021, 10:27 am
Sushan wrote: ↑September 5th, 2021, 9:02 pm
If a person is refusing to go to a highly profitable investment because of the risks that are associated with, how can we provide insight and change his mind to accept the risk?
Why should one want to persuade anybody of anything?
That can be due to various reasons. The close ones that truly expect something good for you will persuade you to follow a path of success. The well wishers may do the same. And there are people who do that for their job, the professionals in advising for your success. Why should one think about the reason for someone persuading him, of the persuading is done for good?
The starting point has been the view of "insanity" provided by the author. I have stated that from my perspective "insanity" isn't an appropriate term but that it might be about potentially obsessive behaviour harming self and/or other (causing suffering) and being a case for therapy. Without this suffering I cannot see any reason to give advice when I've not been asked for advice (at least implicitly). And if asked for advice I can only comment from my perspective: why the problem of the other isn't a problem for me or what I would do if I had the same problem or what I have done earlier when I've had the same problem.
I am not in a position to know a generally valid "path of success" because what people experience as "success" or as "good" usually is very different. And if someone has a different professional background than I have how could I be able to give advice as to her/his professional issues? I can only refer to persons with the same professional background.
Advice and motivation are different things. Anyone can motivate anyone, if one has the wish. A simple "you can do that" will be motivational for many, though for the highly depressed ones a professional will ve required.
But advising is showing someone a path, the plans, and how to execute. And, as you said, for that one need a thorough knowledge in the particular field. A doctor cannot advice and engineer, and an engineer cannot advice a proctor. But any of these fellows can motivate the other, and persuade them to achieve higher goals and success.