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On Leadership

stuff On being the strength of others

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article

When we want to identify with a group, we <em>bias</em> ourselves to filter out all theother ways we could be. It helps us cut down all our competing priorities to the group. The trade-off is the benefit in diversity of thought.

Bias vs Noise pt. III: Groups

Article

Bias is just you using your expectations and assumptions to ignore the noise, and see the picture more clearly. The trade-off is that, sometimes, the noise is useful or your expectations are off. Mob-mentality and groupthink are usually posed as scary features of groups. But they’re just another example of this trade-off, and usually they’re more good than bad.
When we want to identify with a group, we bias ourselves to filter out all theother ways we could be. It helps us cut down all our competing priorities to the group. The trade-off is the benefit in diversity of thought.
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betterment collective-architecture connection on-(un)happiness on-culture on-leadership somatic-architecture

article

Stress promotes bias—stereotypical thinking and behaving. Less stress promotes cognitive flexibility—an openness to new ways of thinking and behaving. Neither is better than the other. It’s about the situation you deploy them in.

Bias vs Noise pt. II: Stress

Article

Bias is just you using your expectations and assumptions to ignore the noise, and see the picture more clearly. The trade-off is that, sometimes, the noise is useful or your expectations are off. The human stress response is perhaps the most fundamental example of this in behaviour, and a very valuable tool.
Stress promotes bias—stereotypical thinking and behaving. Less stress promotes cognitive flexibility—an openness to new ways of thinking and behaving. Neither is better than the other. It’s about the situation you deploy them in.
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betterment on-(un)happiness on-being-fruitful somatic-architecture on-leadership

article

Our brain clusters things that are similar to each other together. This includes ideas and the words we attach to them. If your words are attached to the wrong ideas, you’re going to struggle to make the connection for them.

Language is a barrier to communication

Article

To make the leap from someone else’s idea to your own understanding of it is often troubled by something I call ‘the language problem’. Most of the time this is because of a difference in experience. Knowledge is sometimes a barrier to learning, and this is almost always related to the language problem. Let me show you what I mean.
Our brain clusters things that are similar to each other together. This includes ideas and the words we attach to them. If your words are attached to the wrong ideas, you’re going to struggle to make the connection for them.
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betterment collective-architecture connection gratification on-being-fruitful on-leadership on-thinking-and-reasoning wealth-architecture

article

Basically, reward and ancipation both use the same system, but differently. Anticipation seems to come in through the senses and get sent throughout the brain, but pleasure seems to come in from more evaluatey bits—maybe to help us learn what’s rewarding.

Anticipation beats reward

Article

A lot of people reckon the brain treats rewards quite differently from the anticipation of rewards. And, in fact, the anticipation of reward seems like the bigger driver of our behaviour. And this little tidbit is one of the few places where human behaviour is actually explained well by exploring the brain. So let’s explore it.
Basically, reward and ancipation both use the same system, but differently. Anticipation seems to come in through the senses and get sent throughout the brain, but pleasure seems to come in from more evaluatey bits—maybe to help us learn what’s rewarding.
Read this article

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betterment gratification on-(un)happiness on-being-fruitful on-leadership somatic-architecture wealth-architecture

article

Without more tasteful social behaviours to sample from, we’re liable to attach very strongly to the behaviours of our group. Add a hostile environment, normalised physical and emotional violence, and a lack of mental and physical resources, and you have the ingredients for atrocity.

When groups go bad

Article

There’s this cluster of classic social psychology experiments from the 50’s through the 70’s that you’ll be presented with in documentaries and whatnot whenever groups of people are behaving crazily. You’ve probably heard of some of them. Milgram’s ‘shock’ experiments, or Zimbardo’s prison experiment, or Asch’s conformity tests, and so on. These things gloss over just how hard it is to get people to do atrocities on a large-scale. Luckily, you have me to tell you how they really happen.
Without more tasteful social behaviours to sample from, we’re liable to attach very strongly to the behaviours of our group. Add a hostile environment, normalised physical and emotional violence, and a lack of mental and physical resources, and you have the ingredients for atrocity.
Read this article

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betterment collective-architecture connection on-culture on-ethics on-friendship on-leadership somatic-architecture
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