In Episode 3 of Train.Brain.Daily, Morry Morgan and Dr Michael Hewitt-Gleeson, better known as “Hewi”, explore one of the most surprising ideas in thinking: the intelligence trap.

The intelligence trap suggests that the more intelligent a person is, the more skilled they may become at defending their current point of view, rather than escaping it to find a better one. Hewi explains how the brain quickly forms a view of a situation, then often uses logic, education, vocabulary, and confidence to protect that view. Morry connects this to business, consulting, leadership, politics, medicine, technology, and everyday conversations where being “right” can block curiosity.

Together, they discuss why IQ is useful but not enough, how the right-wrong system can limit better thinking, and why great thinkers must move from defending to discovering. From Nokia and the iPhone to clock radios, handwashing in medicine, the Paris Peace Talks, Richard Feynman, and Morry’s own consulting experiences, this episode shows how intelligence can become a barrier when it shuts down alternative points of view.

Hewi also introduces the idea of the “neck-top computer”, reminding listeners that the brain needs better software than old right-wrong logic alone. The episode closes with a practical modern tip: when using AI to solve a problem or explore an opportunity, do not ask for just one answer. Ask for ten, then choose the best.

This is a sharp, funny, and practical conversation about curiosity, humility, and the daily discipline of escaping your current view of the situation to discover something better.

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In Episode 2 of Train.Brain.Daily, Morry Morgan and Dr Michael Hewitt-Gleeson explore curiosity as a serious cognitive skill rather than simply an interest in asking questions. They define curiosity as the ability to escape one’s current view of a situation in order to search for a better view. Because the brain naturally forms quick conclusions and then tends to defend them, curiosity requires conscious training. The discussion introduces CVS—Current View of the Situation—and BVS—Better View of the Situation—along with the X10 approach of generating many more possible options than the first obvious answer.

They argue that schools, workplaces and social habits often discourage curiosity by rewarding certainty, right answers and avoidance of mistakes. Yet the brain is neuroplastic: with regular practice, people can learn to challenge assumptions, play devil’s advocate and explore alternatives. This is especially valuable in business, where organisations often rely on memos or one-off seminars instead of investing in meaningful thinking training.

Morry illustrates the idea through his current consulting work with an education technology company that provides software for schools. By becoming curious about the wider school ecosystem, he explored the role of casual relief teacher agencies rather than focusing only on the company’s immediate customers. He proposed that these agencies could become advocates and referral partners: if they valued the technology and recommended it to schools and teachers, they could create a powerful word-of-mouth growth channel. This demonstrated how curiosity can uncover indirect pathways—moving not simply from A to B, but through new connections and opportunities.

The pair also apply curiosity to sales. Rather than “always be closing,” they advocate “always be starting”: contacting customers, listening to their needs and learning from both yeses and noes. Dr Hewitt-Gleeson stresses that people cannot simply be argued out of their current view; instead, effective strategy involves finding and engaging people whose brains are ready to consider something new.

The episode concludes that curiosity drives science, innovation and progress. Instead of defending the “right” answer, better thinkers continually seek a better diagnosis, a better option and a better view of the situation.

Enjoying this podcast? You might also enjoy:

• This Week in Comedy
• Fool Me Twice

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Train.Brain.Daily opens with Morry Morgan and Dr Michael Hewitt-Gleeson reflecting on a friendship that began when Morry brought Michael to China in 2007 to speak about Wombat Selling, GBB, CVS-to-BVS and X10 thinking. Soon afterwards, the global financial crisis forced Morry to rethink a business with 80 staff and five offices. Despite staff cuts, he used the “current view of the situation to better view of the situation” framework to identify opportunity. This led to Spark09, an innovation conference in Shanghai’s World Financial Center, bringing together speakers from humanities, environment, business and science.

The conversation introduces “brain coaching” and the “brain game.” Michael argues that elite sport, business and education invest in equipment and specialist coaching but pay too little attention to contemporary neuroscience. He describes coaching elite athletes and Australian Olympic coaches, stressing that sports psychology is valuable but distinct from brain coaching. Basic knowledge of the brain—including four lobes and two hemispheres—should be widely taught, beginning in primary school.

Humour is presented as a significant brain function. Drawing on Edward de Bono’s ideas, Michael explains that humour connects patterns not previously connected. A joke provides temporary insight; a lasting shift in perception becomes permanent insight. This can help solve everyday and professional problems.

Michael contrasts older mind-body ideas with a neuroscience perspective: there is no separate self directing the brain; the brain generates perception, thought and action. He proposes replacing right-or-wrong thinking with CVS-to-BVS: accept its current view as valid but not final, then search for better alternatives. X10 thinking provokes people to multiply the current view by ten, generating possibilities beyond incremental improvement.

An example from General Electric illustrates the approach. Michael recounts working with Jack Welch, who adopted the language of BVS and sought to “multiply himself by ten.” Renaming divisional vice presidents as presidents enabled counterparts elsewhere to speak directly with them, reducing Welch’s overload and supporting organisational change.

Morry links this to small gains: modest improvements across departments compound over time. He recounts fitting a difficult car lightbulb after recognising “user error” and changing his angle, an everyday example of questioning a current view. The episode closes with AI: request ten solutions, then choose and test the strongest. The central lesson: treat every first interpretation as a starting point, not a final answer.

Enjoying this podcast? You might also enjoy:

• This Week in Comedy
• Fool Me Twice

Hosted on Acast. See acast.com/privacy for more information.