Scientists who study human motivation have lately learned that after basic survival needs have been met, the combination of autonomy (the desire to d… - Steven Kotler

The second is trickier: the person who knows what to do next is the leader. We’re entirely nonhierarchical in that way. But in a combat environment, when split seconds make all the difference, there’s no time for second-guessing. When someone steps up to become the new leader, everyone, immediately, automatically, moves with him. It’s the only way we win.

Once, unfortunately, in a crisis situation (as the Greek poet Archilochus pointed out so long ago) we don't rise to the level of our expectations, we fall to the level of our training. Once again, the issue is fear. The more fear in the equation, the fewer options at our disposal. In times of strife, the brain limits our choices to speed up our reaction times. The extreme example being, fight or flight, where the situation is so dire, that the brain gives us only potential actions. Freezing is the third, yet the same thing happens to a lesser degree under any high stress conditions. And the responses we fall back upon under duress, are the ones we fully automatized: those habitual patterns we've executed over and over again.

A “rich environment” is a combination platter of novelty, unpredictability, and complexity — three elements that catch and hold our attention much like risk. Novelty means both danger and opportunity. To our forbearers, a strange scent in the wind could be prey or predator, but either way it paid to pay attention. Unpredictability means we don’t know what happens next, thus we pay extra attention to what happens next. Complexity, when there’s lots of salient information coming at us at once, does more of the same.