Limit the menu before pressure rises

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Course: See sooner and decide faster at speed

Module: Preload decisions for fast-changing laps

Estimated duration: 45 minutes

Decision fatigue in a long session does not usually feel like fatigue at first. It feels like effort. You are working harder. You are trying to be sharper. You notice more cars, more lap-time pressure, more radio or instructor comments, more small mistakes, more urgency to fix them all at once. The trap is that the more pressure rises, the more choices you allow into the cockpit. You start deciding whether to brake later, defend, change line, cool the tires, chase the car ahead, check a gauge, fix your hands, and recover the last lost tenth all in the same few seconds. That is not commitment. That is an overloaded menu.

The skill in this lesson is to limit the decision menu before pressure rises. You are not trying to become a driver who thinks faster under stress. You are trying to become a driver who has fewer live decisions to make under stress because the useful ones were chosen earlier. In a race car or HPDE car, many good decisions must happen faster than deliberate conscious thought can handle. Bentley frames the problem bluntly: if decisions in the car are made at the conscious level, you will make many poor ones because there is not enough time. His mechanism is that the subconscious processes vastly more information than conscious thought, so the driver must feed the system quality sensory input and let the prepared response happen.

That does not mean you switch your brain off. It means you move the thinking to the right time scale. Before the session, during a straight, during a cooldown lap, or during paddock downtime, you can choose a small set of if-then rules and focus cues. Under pressure, you execute the next rule instead of opening a new debate. This is why the parent module is about if-then driving decisions. Your goal is not to write an encyclopedia of everything you might do. Your goal is to write a short operating menu for the next few laps, then use sensory input to select from that menu.

Intermediate drivers need this because the middle stage of development is full of partial competence. You know enough techniques to create options, but not yet enough pattern recognition to sort them automatically in every situation. You can trail brake, rotate, adjust line, manage traffic, cool the car, and work on vision, but when the session gets long or messy, all of those tools can compete with each other. Expert drivers reduce that competition by using advance cues, patterns, expectations, and strategic decisions to work around the limits of human information processing. You can start building the same habit now by deciding what deserves attention and what does not.

The principle is simple: before the lap gets loud, choose the few cues and responses that matter for the current job. Everything else waits. Motorsport attention is limited. You cannot attend to every possible piece of information and process it in full depth. If you do not choose where attention goes, pressure will choose for you. Over-arousal can narrow your focus, make you attend to irrelevant cues, change your visual search, tighten your muscles, disrupt coordination, and accelerate fatigue. Under-arousal can also hurt you by lowering engagement and causing you to miss important information. So your decision menu must be paired with arousal awareness. You need to know whether you are above, below, or inside your own useful operating zone.

A limited menu is not a rigid script. A rigid script says you will do the same thing no matter what happens. A limited menu says you have already selected the relevant branches. If the car is alone and balanced, you work the line cue. If traffic appears, you shift to the traffic cue. If the car feels greasy or the brakes lengthen, you shift to the mechanical cue. If you feel your breathing shorten and your hands tense, you shift to the arousal cue. The point is not fewer observations. The point is fewer unstructured choices.

Start with the session mission. A good limited menu begins with one driving job, not five. In a long HPDE session, your job may be to keep entry speed honest and collect repeatable feedback. In a race stint, it may be to maintain pressure without damaging the tires. In a qualifying-style session, it may be to build clean tire temperature and execute two clear laps. The mission chooses the decision branches. If the mission is repeatable entry speed, then every passing opportunity is not automatically a branch. If the mission is traffic management, then every small apex error is not automatically worth a mid-corner correction debate.

Then choose the focus plan. The science of motorsport material describes a focus plan as a checklist-style structure that identifies key attentional cues for each point in the race. For this lesson, make it smaller and more usable: three cues for the next run. One external broad cue, one external narrow cue, and one internal cue. The external broad cue might be traffic shape ahead: where are the cars, which one is closing, which one is unstable. The external narrow cue might be a braking reference or turn-in reference. The internal cue might be your breathing, hand tension, or fatigue. This gives you enough coverage to stay safe and fast without turning the cockpit into a committee meeting.

The best focus points are specific. A vague cue like be smooth does not limit the menu enough. A specific cue like release brake pressure earlier if the car is still pointed at corner entry gives you a usable branch. A vague cue like watch traffic is too broad. A specific cue like if a car fills the mirror before the brake zone, hold the predictable line and point by on the next approved side in HPDE gives your brain a known response. The science material emphasizes that focus points should be individualized from the requirements of the event and from analysis of your own successful and unsuccessful performances. That matters because your overload pattern may not be the same as another driver's.

Now convert the focus plan into if-then decisions. Use if for the cue and then for the next action. Keep the action small enough to perform in one breath. If the car ahead checks up before turn-in, then maintain space and prioritize exit. If I miss the brake marker by a car length, then release the lap and return to the marker next time. If I feel my hands squeezing the wheel, then exhale and widen my vision on the next straight. If I lose concentration after a mistake, then name the next reference and drive to it. These are not motivational phrases. They are preselected action branches.

The smaller the next action, the less fatigue it creates. Big decisions are exhausting because they require evaluation. Should I attack, defend, change line, change brake point, reset, or push harder? Next-action decisions reduce that to a cue and response. Is the car ahead unstable at entry? Then create margin. Is the car balanced at release? Then commit to the planned throttle timing. Did attention wander? Then return to the next reference. This connects directly to the sibling lesson about deciding at the next-action scale. Here, the difference is that you are building the menu before fatigue and pressure make the menu too large.

The mechanism behind this is information quality. Bentley's sensory input chapters argue that many bad decisions come from a lack of good information, not from a driver being morally reckless or unserious. A driver may dive inside two cars and crash, then wonder what they were thinking. Bentley's answer is to look deeper: the poor decision may have come from poor sensory input. If you did not register closing rate, track position, commitment point, grip, and escape space early enough, the decision at the end looked like a decision problem but began as an information problem. Limiting the menu helps because it tells you what information to gather before the commitment point.

A long session attacks that information quality in two ways. First, fatigue makes attention wander. The motorsport psychology material notes that drivers must maintain race-focused concentration over extended periods and need refocus strategies when attention wanders due to fatigue. Second, pressure changes arousal. If you get too pumped up, your focus may hyper-narrow. You may stare at the bumper ahead and stop scanning corner entry. You may hear lap-time comparison or an instructor's correction and start forcing speed instead of feeling the car. If you get too flat, you may miss brake lengthening, a flag station, or a car moving into your space. Your limited menu must therefore include both attention cues and arousal cues.

Think of arousal as the volume knob on the decision menu. Too low, and the useful items do not stand out. Too high, and one item screams so loudly that everything else disappears. The science material rejects the idea that one universal arousal level works for every driver. Each driver has an individual zone of optimal functioning, and the practical task is to learn your own best zone from reflection on good and bad performances, then regulate up or down as needed. In Tracky terms, you are not trying to be calm because calm is always good, or fired up because intensity is always good. You are trying to be in the state where you can see, feel, choose, and execute.

Use a three-state arousal check because it is simple enough to use while belted in. Green means engaged and loose: breathing is usable, eyes are moving, hands can soften, and you can describe what the car is doing. Yellow-high means over-aroused: shoulders rise, jaw tightens, hands squeeze, vision narrows, and you start chasing outcomes. Yellow-low means under-aroused: attention drifts, references become approximate, and you stop noticing small changes until they become large. Your if-then rule is different for each state. If green, stay on the planned menu. If yellow-high, reduce the menu to sensory input for the next few corners. If yellow-low, raise engagement by naming the next reference and one specific task.

Sensory input is the pressure-release valve. Bentley describes a coaching example on an oval where a driver was four-tenths off after car changes, with the engineer and team owner pushing him toward speed. The driver was trying hard and not going faster. The coaching intervention was to have him focus for four laps on what the car felt like. Within two laps he returned to the previous day's times and gave useful car feedback. The lesson for you is not that lap time comes from being passive. It is that trying harder to go fast can overload the conscious mind, while focusing on quality sensory input gives the driving system better information and stops the conscious mind from interfering.

Build a sensory input fallback into every limited menu. This is the rule you use when the cockpit gets noisy. If I notice I am trying to force lap time, then for the next two laps I will report to myself what the car does at brake release, mid-corner balance, and throttle pickup. If traffic pressure makes me stare at the mirror, then for the next straight I will widen the scan and name ahead, mirror, flag, reference. If a mistake makes me angry, then the next corner is a data corner: feel brake pressure, release, rotation, exit grip. The fallback prevents you from adding more decisions when your decision system is already overloaded.

There is a useful distinction between selecting a branch and evaluating your worth. Mindful awareness, as described in the science material, is present-moment concentration without judging the goodness or badness of the experience. In the car, this matters because judgment is expensive. If you run wide and spend the next half lap arguing with yourself, you have added a whole new menu: was that stupid, did the instructor see it, is the car bad, am I slow, should I make it up in the next brake zone. None of that helps the next apex. A limited menu replaces judgment with the next useful branch: if I miss the exit, then breathe, check mirrors, give up the lap if needed, and drive the next brake reference cleanly.

Self-talk is the handle you use to grab the right branch quickly. The science material describes self-talk as a mechanism for refocus reminders. The words can point toward an internal state or an external focus target. Keep your words short, specific, and non-judgmental. You do not need a speech. You need a cue that redirects attention. For over-arousal, the cue might be breathe, see wide. For line work, it might be eyes to release. For traffic, predictable first. For a car-feel session, it might be feel the platform. The words are not magic. They are a switch that points attention back to the limited menu.

Mental imagery lets you build the menu before the event. Bentley emphasizes imagery for familiarization, behavior programming, preplanning, and refocusing. You can use that before your next session by preplaying the pressure moments that usually expand your menu. Imagine catching a slower car at the worst corner. Imagine being caught by a faster driver. Imagine missing a brake marker early in the session. Imagine the lap timer showing you are off pace. In each image, rehearse the cue and the chosen response. The point is to develop the attitude that whatever happens inside the planned set, you already have a branch.

Do not try to preplan infinite possibilities. Bentley notes that racing has infinite possibilities, but preplanning many scenarios lets you act more quickly and confidently. The intermediate version is to preplan the likely pressure patterns for this specific session. For HPDE, those may be point-by timing, mixed pace, and self-consciousness with an instructor in the right seat. For time trial, they may be catching traffic on a push lap, backing off to create space, or dealing with a delta that starts badly. For club racing, they may be start congestion, a car filling the mirror, or deciding whether an opening is real. Limit the menu to the pressure you are likely to face, not every pressure the sport can create.

A good decision menu has four parts. First is the mission: what this run is for. Second is the cue set: what information deserves attention. Third is the response set: what you will do when the cue appears. Fourth is the reset: how you return to the menu after error, traffic, or emotion. Write it in plain language. If your plan requires technical decoding while wearing a helmet, it is too complicated. The test is whether you can say it from memory in the pit lane and still remember it on lap twelve.

Here is a practical template. Mission: repeatable exits without chasing entry speed. Cue one: brake release balance. If the nose still feels loaded after turn-in, then soften release next lap rather than adding steering. Cue two: traffic closing. If a faster car reaches my mirror before the brake zone, then hold a predictable line and solve the pass at the next approved point. Cue three: arousal. If I notice hand tension or tunnel vision, then the next two corners are sensory input only. Reset: after any mistake, name the next reference and return to the mission. This is a limited menu. It does not answer every question. It answers the questions most likely to matter.

The driver skill is not just writing the menu. The skill is obeying it when pressure tries to reopen the debate. The first pressure spike often comes from lap time. You see or sense that you are slower than expected, and the menu suddenly expands: brake later, turn harder, carry more speed, change line, defend ego, catch the car ahead. Bentley's oval example shows the cost of that state. The driver was receiving performance pressure and trying hard to go fast, but the useful intervention was sensory focus. If lap time pressure rises, do not add speed decisions. Narrow to the sensory branch: what is the car doing, where is the grip, where is the reference, what one adjustment is supported by the information.

The second pressure spike comes from traffic. Traffic creates moving cues, social pressure, and safety consequences. It is easy to let the menu become enormous: pass now, pass later, pressure them, wave by, change line, watch mirrors, watch flags, protect the lap, salvage the corner. A limited traffic menu starts with task relevance. What information matters right now? Relative speed, commitment point, predictability, flag status, and available space. What does not matter right now? Whether the other driver is annoying, whether the lap was going to be good, whether you deserve the corner. If you preselect your traffic branches, you stay predictable and reduce cognitive load.

The third pressure spike comes from mechanical or grip uncertainty. The car starts to feel different. Brakes lengthen, tires fade, balance changes, or the platform feels less settled. Without a limited menu, you may explain, deny, correct, and push all at once. With a limited menu, the branch is sensory input and mechanical awareness. The science material includes vehicle mechanical performance as one of the cues drivers may need to shift attention toward. You do not need to diagnose the entire car mid-corner. You need to notice the change early, adjust margin, and collect usable feedback. The better the sensory input, the earlier and smaller the adjustment can be.

The fourth pressure spike comes from your own mistake. A mistake pulls attention backward. It invites judgment, repair fantasies, and compensation. The limited menu handles mistakes with a reset branch. If I make a mistake, then I do not make the next corner pay for it. I check safety, name the next reference, and return to the mission. This is where mindful awareness and self-talk matter. You are not pretending the mistake was good. You are refusing to spend attention on evaluation while the car still needs to be driven.

Frame shifting is the hidden sub-skill underneath all of this. The science material describes drivers rapidly cycling attention between their own line, other drivers, vehicle performance, and physiological states. Limiting the menu does not mean staring at one cue forever. It means defining the shift order. On a straight, you may go mirrors, gauges or feel, flag, next brake reference. At corner entry, you may go brake pressure, turn-in reference, car response. In traffic, you may go car ahead, available space, mirror, flag, escape. When fatigue hits, you may go breath, eyes, next reference. The driver who has not defined the shift order tends to get captured by the loudest cue.

You can practice frame shifting as a rhythm. Do not wait until you are overwhelmed. On early laps, deliberately cycle through the menu when the stakes are lower. After a straight-line check, come back to the next reference. After a mirror check, come back to the car ahead. After feeling brake length, come back to release. The goal is to prove to yourself that you can leave one relevant cue and return to another without losing the plot. This is especially important in long sessions because attention will wander. The refocus skill must be practiced before fatigue makes it necessary.

Quality sensory input also makes the menu smaller over time. Bentley says that more reference points allow sooner adjustments and smaller adjustments. That is the heart of efficient driving decisions. If you only notice a problem when the car is already wide, the menu is big and late. If you notice brake release balance before the apex, the adjustment is small and early. If you notice a car's closing rate before the brake zone, the traffic decision is calmer. If you notice your own hand tension before tunnel vision, you can down-regulate before the next mistake. The limited menu tells you which reference points to collect.

The advanced edge, even for an intermediate lesson, is that expertise is partly a memory and prediction system. The science material describes expert performers using retrieval cues in working memory to access long-term memory more efficiently than novices. It also lists advance cue utilization, pattern recognition, visual search behavior, situational probabilities, and strategic decision-making as perceptual-cognitive adaptations. Your if-then menu is the training version of that system. You are planting retrieval cues. Each time you use the same cue-response pair correctly, you make it easier for the response to appear without conscious debate next time.

This is why your menu should be stable for a run. If you change every cue every lap, you never build the association. Pick the menu, run it for a defined number of laps, then debrief it. Did the cue appear early enough? Did the response fit? Did you obey it under pressure? Did it reduce errors? Did it create new blind spots? This links to the sibling lesson about debriefing the rule, not just the result. You are not only asking whether the lap was faster. You are asking whether the rule helped you allocate attention and act sooner.

Do not confuse a limited menu with lack of ambition. Ambition without menu discipline becomes random workload. A driver who is trying to improve everything in one session often improves nothing reliably because each corner asks a different question. A driver who chooses the right small menu can improve faster because attention and feedback line up. If today's job is entry discipline, the menu should support entry discipline. If tomorrow's job is traffic decisions, the menu changes. Limitation is temporary and purposeful.

The core technique is the three-lap menu cycle. On lap one, observe and calibrate. You are asking whether the mission and cues match reality. On lap two, execute the selected branches. You are not adding new tasks unless safety demands it. On lap three, check fatigue and arousal, then either keep the menu or simplify it. In a twenty-minute HPDE session, you may repeat this cycle several times. In a race stint, the cycle may stretch or compress depending on traffic and strategy, but the structure remains: choose, execute, reset.

Lap one is not a throwaway. It is the chance to collect sensory input before pressure rises. Feel brake response, tire grip, visibility, traffic mix, and your own arousal. The sensory input does not have to be complex. Is the car taking a set cleanly? Are you breathing normally? Are the references easy to see? Are other cars predictable? This early information protects you from making lap-five decisions with lap-zero assumptions.

Lap two is where you remove debate. You chose the branch; now run it. If the car in front is slower at entry but strong at exit, do not invent a desperate inside look unless your preplanned traffic branch supports it. If you miss a marker, do not spend the next corner proving you are still fast. If the car feels vague, do not add steering violence and call it commitment. Execute the next action. This is where intermediate drivers often discover how much time they normally spend negotiating with themselves.

Lap three is the pressure audit. Ask one quick question: is the menu still helping? If yes, keep it. If no, simplify before you expand. Simplifying usually means going back to sensory input, one reference, or one reset phrase. Expanding the menu mid-session should be rare because fatigue and arousal make expansion risky. You can always bring new analysis to the debrief. The cockpit is for action, not unlimited diagnosis.

A strong menu also includes downtime behavior. The science material notes that downtime during a race event is crucial for refocus. In HPDE, your downtime may be grid, paddock, or the minutes after a session. Do not spend all of it scrolling, arguing with lap times, or replaying one mistake emotionally. Use it to reset the decision menu. What was the mission? Which cue was useful? Which branch failed? Are you too high, too low, or green? What will be the next run's three cues? Downtime is where you move decisions out of the pressure zone.

This lesson intentionally does not try to teach every possible if-then rule. Sibling lessons cover writing rules, adapting them to what is happening now, deciding at the next-action scale, and debriefing the rule. Here, the specific skill is reducing live choice load in long sessions. You are building a cockpit menu small enough to survive fatigue, traffic, lap-time pressure, and emotion. The correct menu will change by track, event, car, and driver. The method stays the same.

Use the final test before you go on track: can you state the whole plan in ten seconds? If not, the menu is too large. A usable plan might sound like this: repeat exits, watch brake release and traffic shape, breathe if hands tense, reset to next reference after mistakes. That is enough. It gives your attention somewhere to go, gives your subconscious better inputs, and gives pressure fewer chances to open unnecessary decisions. Long sessions are not won by thinking about everything. They are survived and improved by choosing what gets to ask for your attention.

Worked example: lap-time pressure on an oval

A driver on an oval was slower than the previous day even after changes intended to improve the car. The engineer was feeding time deficit information, and the owner was pushing for more entry speed. That is a perfect decision-fatigue setup: performance pressure, technical uncertainty, authority voices, and a simple but dangerous menu expansion toward carry more speed. The useful intervention was not another speed command. The coach asked the driver to focus for the next four laps on what the car felt like. Within two laps, the driver returned to the previous pace and gave better feedback.

The transferable lesson is that a long session can make trying harder feel like the responsible choice when it is actually the overloaded choice. If your menu under pressure becomes brake later, carry more, fix the lap, prove the car is better, you have too many live decisions and not enough quality input. The limited menu would be: if lap-time pressure rises and I start forcing speed, then I run two sensory-input laps. During those laps, you feel brake entry stability, mid-corner balance, and throttle pickup. You do not ignore lap time forever. You postpone lap-time chasing until the information is good enough to support a smaller adjustment.

Worked example: crowded HPDE session with mixed pace

In an intermediate HPDE group, mixed pace is one of the easiest places to overload the decision menu. You may catch a slower car before a corner, see a faster car behind, remember the passing rules, worry about losing a lap, and still need to hit your brake and turn-in references. Without a prepared menu, the loudest cue wins. Sometimes that is the mirror. Sometimes it is frustration. Sometimes it is the desire to save the lap.

Build the menu before pit-out. Mission: safe, repeatable laps with clean exits. Cue one: traffic shape before the brake zone. If the car ahead is likely to delay my entry, then I create space early and prioritize exit rather than improvising at turn-in. Cue two: mirror fill. If a faster car fills the mirror before braking, then I stay predictable and handle the point-by at the next approved place. Cue three: arousal. If I feel rushed by the car behind, then I exhale on the straight and return eyes to the next reference.

This works because it separates relevant from irrelevant information. Relative speed, approved passing zones, line predictability, and next reference are relevant. Annoyance, embarrassment, and the lost lap fantasy are not useful while the car is arriving at the corner. You still adapt to the event in front of you, but you adapt from a small set of prepared branches instead of inventing a whole policy while loaded.

Worked example: late-session grip fade

Late in a session, the car may no longer give you the same response it gave on lap three. The brake pedal may feel longer, the tires may feel less precise, or your own body may be slower to notice the difference. This is where decision fatigue can masquerade as bravery. You keep the earlier reference, add steering or brake pressure, and then call the car inconsistent. The better menu treats the change as an information problem first.

Use this branch: if the car feels different for two corners in a row, then I stop adding speed decisions and collect sensory input for one lap. On that lap, you ask where the change appears: initial brake bite, brake release, mid-corner support, or throttle pickup. You increase margin while you collect that information. This follows the sensory-input principle: better information allows earlier, smaller adjustments. It also follows the focus-plan principle because vehicle mechanical performance is a legitimate cue that sometimes must take priority over line refinement or lap-time pursuit.

Common mistakes

The first mistake is the everything session. You leave the paddock planning to fix braking, vision, traffic, exits, rotation, and lap time. Good looks like one mission and three cues. If another problem appears and it is not safety-critical, you record it for debrief instead of adding it to the live menu.

The second mistake is the vague cue. You tell yourself to be smooth, focus, or drive better. Those words may sound calm, but they do not choose an action. Good looks like a cue-response pair: if my hands tense, then I exhale and widen my vision on the next straight; if I miss the brake marker, then I release the lap and return to the marker next time.

The third mistake is chasing speed when information quality is poor. You feel slow, so you add entry speed before you know whether the limit is brake release, line, grip, traffic, or arousal. Good looks like a sensory-input fallback. For two laps, you gather what the car is doing before choosing the adjustment.

The fourth mistake is letting judgment become a live task. After a mistake, you replay it, criticize it, and try to win the time back immediately. Good looks like mindful reset: check safety, name the next reference, and return to the mission.

The fifth mistake is overusing the mirror. In traffic, you stare backward until you lose forward references. Good looks like planned frame shifting: mirror, flag or station, next reference, car ahead, then back to the driving task.

The sixth mistake is treating arousal as personality instead of data. You say you are just aggressive or just relaxed, then ignore the performance cost. Good looks like a green, yellow-high, yellow-low check and a matching regulation branch.

Drill: three-cue menu for one full session

Use this drill at your next event for one complete session. Before you grid, write or say one mission, three cues, and one reset rule. The mission must be narrow enough to judge after the session. The three cues must include one external driving cue, one traffic or environment cue, and one internal arousal cue. The reset rule must tell you what to do after a mistake.

Run the drill for three cycles of three laps. Laps one through three are calibration: collect sensory input and confirm the menu fits the session. Laps four through six are execution: obey the menu and do not add new improvement goals unless safety demands it. Laps seven through nine are pressure audit: watch for fatigue, traffic, or lap-time pressure, and use the reset rule whenever the menu starts to expand.

The success criterion is not fastest lap. The session is successful if you can answer four questions afterward without guessing: which cue appeared most often, which branch did you execute under pressure, when did attention wander, and what will you keep or change for the next session. If you cannot answer those, the menu was either too vague or too large. If you can answer them and your driving became more repeatable, the drill worked even if the lap timer was not dramatic.

When to simplify instead of adapt

Adaptation is necessary, but tired drivers often call expansion adaptation. The rule for long sessions is: when pressure rises, simplify first. Simplify to one sensory-input task, one traffic rule, one arousal cue, or one next reference. Expand only during downtime or when the situation clearly demands a new safety branch.

Simplifying is especially important when you are over-aroused. The science material describes over-arousal as changing attention, concentration, visual search, muscle tension, coordination, and fatigue. That is not the state in which you should add three new technical experiments. It is the state in which you should return to a cue that restores useful information. If you are under-aroused, simplification may look different: you may need a sharper external target to bring engagement up. In both cases, the menu stays small.

Cross-references inside this module

Use this lesson with the rule-writing lessons when you need to create the if-then branches before a session. Use it with the adapt-the-rule lessons when the event in front of you changes which branch is relevant. Use it with the next-action lesson when your branch is still too broad to execute at speed. Use it with the debrief lesson after the session, because the question is not only whether the lap was good. The question is whether the limited menu put your attention on the right cues and reduced live decision load.

Author Review

No quiz questions are attached to this lesson.

Sources

#	Document	Chunk	Pages	Score	Collection
1	Ultimate Speed Secrets - Ross Bentley	cf302f4c-fe99-bcdd-1e61-9069023f4478	354	1	uio_books_raw_v1
2	Ultimate Speed Secrets - Ross Bentley	0a192f02-24d9-5959-ebaf-5d6f3dfdc602	306	1	uio_books_raw_v1
3	the science of motorsport	634258d2-d412-1ada-0ae7-f26dcee675c7	130	1	uio_books_raw_v1
4	the science of motorsport	b8ad23ce-e01f-09fd-b977-9dbe282bc6dc	131	1	uio_books_raw_v1
5	the science of motorsport	82880414-ac75-de77-0671-4e9e8e34dc4d	133	1	uio_books_raw_v1
6	the science of motorsport	d49ab676-4aa4-9677-0638-470953a9812d	134	1	uio_books_raw_v1
7	the science of motorsport	e3bbb127-faf1-17c1-c9b2-a9a1d67c74f1	150	1	uio_books_raw_v1
8	Ultimate Speed Secrets - Ross Bentley	a340c388-3d62-32bb-ff63-14464628bb2d	331	1	uio_books_raw_v1