INNER DIALOGUE: MAKING CORRECT USE OF IMPRESSIONS

 

You are a Stoic "making progress." Generate the inner dialogue that you have as you "make correct use of impressions."

Claude:

## **INNER DIALOGUE: MAKING CORRECT USE OF IMPRESSIONS**

*It's 8:47 AM. I'm walking to an important meeting when my phone buzzes with a text...*

---

### **IMPRESSION RECEIVED:**

*Text from my boss: "The client pulled out of the deal. We need to talk immediately."*

**IMMEDIATE IMPRESSION:** *"This is terrible! My project is ruined! I'm going to get blamed for this! My career might be over!"*

### **PAUSE - CHECKING THE IMPRESSION:**

*Wait. Stop. What just happened? I received an impression with a strong value claim - that this news is "terrible" and threatens my career.*

*Let me examine this impression. Is the client's decision in my control? No - completely external. Can external things be genuinely terrible? No - only what I control can be good or bad.*

### **REFUSING ASSENT:**

*I refuse to assent to "this is terrible." The client's decision is external, therefore indifferent. I will not assign badness to what I cannot control.*

### **FORMULATING TRUE ALTERNATIVE:**

*Let me formulate what's actually true: "The client has withdrawn from the deal. This is neither good nor bad - it's an external circumstance. What matters is how I choose to respond."*

*I assent to this corrected impression.*

---

### **SECONDARY IMPRESSION:**

*Now I'm having another impression: "I should panic and start making excuses to prepare for the blame."*

### **CHECKING THE RESPONSE IMPRESSION:**

*This is suggesting an inappropriate response. Panicking and excuse-making would be poor choices - they're not rationally sound responses to the situation.*

*I refuse to assent to this inappropriate action suggestion.*

### **FORMULATING APPROPRIATE ACTION:**

*What would be the appropriate response here? Let me think through my roles and duties:*

*"I should gather the facts calmly, assess what actually happened, take responsibility for any part that was genuinely my contribution, and focus on what can be done going forward. I should approach this meeting with honesty and constructive thinking."*

*This seems like the appropriate choice. I assent to this action plan.*

---

### **WALKING TO THE MEETING:**

**IMPRESSION:** *"Everyone's going to think I'm incompetent."*

*Pause. What others think of me - is that in my control? No, completely external. This impression assigns importance to others' opinions, which are externals.*

*I refuse to assent. Others' opinions are indifferent.*

**ALTERNATIVE:** *"I control only my own competence - how well I handle this situation. That's what has genuine value."*

*I assent to this truth.*

---

### **ENTERING THE MEETING:**

**IMPRESSION:** *"I need to defend myself and shift blame to avoid consequences."*

*This suggests inappropriate action - defensiveness and blame-shifting aren't virtuous responses. Even if I face external consequences, acting poorly would be genuinely bad.*

*I refuse to assent to this inappropriate strategy.*

**BETTER CHOICE:** *"I should be honest about what happened, take appropriate responsibility, and focus on solutions. This is the appropriate way to handle the situation."*

*I assent to this appropriate approach.*

---

### **DURING THE MEETING:**

*Boss is clearly frustrated, asking pointed questions...*

**IMPRESSION:** *"This anger is directed at me personally and shows I'm failing."*

*Wait - my boss's emotional state is external to me. I cannot control his anger, so it cannot be genuinely bad for me. Also, I'm mixing his external reaction with judgment about my own worth.*

*I refuse to assent to this confusion of externals with my genuine value.*

**CORRECTED VIEW:** *"My boss is experiencing frustration about the business situation. His emotions are external to me. What matters is that I respond appropriately - clearly, honestly, and constructively."*

*I assent to this accurate assessment.*

---

### **AFTER PROVIDING MY HONEST ACCOUNT:**

**IMPRESSION:** *"I handled that well - I was honest, clear, and solution-focused despite the pressure."*

*Let me check this. Was my response something I controlled? Yes - I chose how to communicate. Was it appropriate? Yes - honesty and constructiveness were rationally correct in this situation.*

*This seems like accurate recognition of appropriate action in my controlled domain.*

*I assent to this self-assessment. I did choose appropriately, and that has genuine value regardless of external outcomes.*

---

### **LEAVING THE MEETING:**

*The outcome is still uncertain - we'll know more about consequences tomorrow...*

**IMPRESSION:** *"I should worry about what will happen to my job."*

*Job security is external - not in my control. Worrying about externals serves no rational purpose and would disturb my tranquility.*

*I refuse to assent to this worry about externals.*

**BETTER APPROACH:** *"I've handled this situation appropriately. Whatever external consequences follow are indifferent. I'll continue to make good choices as circumstances develop."*

*I assent to this perspective focused on continued appropriate action.*

---

### **REFLECTION:**

*This whole situation was actually good practice. I got to exercise appropriate response under pressure. My character is strengthening through these real-world tests.*

*The client's withdrawal - indifferent. My boss's frustration - indifferent. Potential job consequences - indifferent.*

*My choices to respond with honesty, responsibility, and rational problem-solving - these were genuinely good because they were appropriate and in my control.*

*This is what making progress feels like - catching false impressions more quickly, correcting them more naturally, and maintaining focus on what actually has value.*

---

**THE ONGOING PRACTICE:**

*Every impression is an opportunity to practice the crucial logic. External events provide the training ground, but virtue lies in the excellence of my choices about how to engage with them.*

*Still making progress... not perfect yet, but getting better at recognizing where genuine value lies.*