Build from Common Ground

01 Sunday Nov 2026

Posted by petersironwood in America, psychology, sports, Uncategorized

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A Pattern Language., collaboration, Common Ground, cooperation, family, innovation, leadership, life, love, management, mental-health, music, Pattern, pattern language, peace, religion, sports, synthesis, teamwork, writing

CHI Workshop Activity: Working Together to Create World Map (Florence, 2008)

Build From Common Ground

Prolog/Acknowledgement:

The idea for this Pattern comes from long personal experience trying in many contexts to get to solutions quickly without first bothering to try to find common ground. In addition, I am working on a project to provide a platform to support civil discussion, debate, Dialogue, and deliberations. One of the other founders has a long history with The Interactivity Foundation which also uses various methods to build from common ground. Update: I am now on the Executive Board of United Peoples Ecosystem which will, among other things, help people identify & build from common ground.

Author, reviewer and revision dates:

Created by John C. Thomas on February 20-25, 2018; Revised by John C. Thomas on October 29, 2026

Synonyms:

Abstract:

Human beings share a large majority of their genes. Life on earth began over 4 billion years ago. Only around 100,000 years ago people began migrating out of Africa, going to different places and evolving different cultures, religions, and languages. In addition to our long common history, people across the globe want many of the same things: freedom, food, water, safety, love, friendship, a space to be themselves, a life with some pleasure and a sense of meaning or higher purpose.

In the so-called developed world, there is an emphasis on doing things as quickly and efficiently as possible. To accomplish that, many people are extremely specialized in their education and profession in addition to whatever differences they have due to their culture, religion, and family background. Often, in a highly populated, highly interconnected world, people must collaborate and cooperate at a very large scale. Since some of the problems we face (e.g., preventing atomic war; preventing plagues; reducing global climate change) are vital, people are passionate about getting to solutions. They want to do this quickly. There is often a natural tendency to focus immediately on the problem as initially defined, and then to focus on differences and to resolve those differences as quickly and efficiently as possible.

This approach generally does not work.

People are invested in their own solutions which depend on their own background and experiences in their various cultures, families, education and training. Focusing from the onset on differences sets up a competitive mindset. Everyone begins thinking how to “win” against their “competitors.” Unlike athletic competitions, people are unlikely even to agree initially on the “rules” for deliberations and debate, and often have pre-existing “positions” to sell to everyone else or force on everyone else.

Therefore, for any group trying to solve a problem collaboratively, it works better to first identify and build on common ground. Later, after some degree of trust is established, people may (or may not) find it useful to examine as well their differences as a source of ideas for how to solve the larger problem. They may choose from a variety of methods to make progress. Starting with common ground can help everyone involved to see that they are all part of one big and quite similar “in-group” with a problem to solve rather than focusing on everyone else as being in an “out-group” that needs to be defended against.

Problem:

Groups function better under a wide variety of circumstances if there is a high degree of internal mutual trust. If people work together over a long period of time, trust will usually develop when warranted. This is what happens in most (but not all) work groups, teams, standing committees, etc. However, it often happens that other problems need to be understood and solved by groups that span pre-existing organizations. For example, a town needs to collectively decide whether to sell a beautiful community park to a mall developer who promises tax revenue and convenient shopping for the town. A state needs to decide, say, whether to legalize marijuana or whether to ban assault weapons. A nation needs to decide whether or not to work with other nations to reduce air and water pollution. People addressing such issues will often have to address them in combination with others that they do not already know and may not trust.

Often such decisions as those mentioned above must be made under some time pressure. Some people will have vested interests in a “solution” that is particularly favorable to them regardless of how much it hurts others. When people begin by stating their own position and trying to “sell it” to others, an adversarial atmosphere is created so that “winning” rather than “solving” becomes the dominant tone of subsequent conversations and actions. This almost always results in sub-optimal solutions and, in addition, almost always results in reducing trust and social capital among the people deciding.

Even under the best of circumstances, with everyone committed to finding a “good” solution for all, people will tend to misunderstand each other simply because language is ambiguous and vague. People have different assumptions based on their experiences, culture, and training. They will be familiar with different processes to follow as well as with what constitutes acceptable rules and boundaries. If we add to these inherent difficulties the further (and avoidable) difficulty that people are focused on the ways people are different, it will tend to prevent mutual trust and prevent the emergence of new ways to find, formulate and solve the problems at hand.

Context:

Complex problems can often only be solved by groups. Even when the nature of the problem is simple enough for one person to solve, people want to feel that they or their representatives are engaged in the process. For the group to work well together to solve problems, it is useful for them to understand each other’s situations and motivations. When in a hurry or under stress, people often perceive others and their motivations, not on the basis of inquiry into what those are, but instead to rely on group membership and the way that group differentiates itself from other groups.

Our nervous systems (and those of other animals) are constructed to be particularly sensitive to differences and changes. Our education and society teach us to differentiate as much as possible. We celebrate the wine connoisseur who can tell you the year and vineyard and scoff at the person who simply says, “I like all wine.” Sometimes, of course, fine differentiation is critical, particularly for an omnivore. We need, for instance, to be able to differentiate the three leaves of a wild strawberry from the three leaves of poison ivy. In biology class, we get high grades for correctly labeling 100 different parts of the earthworm and get no credit for simply saying, “Look! These are all parts of an earthworm! How cool! I had no idea it was that complex inside or that it has so many of the same parts we do!” In many contexts, being able to further differentiate things is a good thing. Even in group problem solving, there are situations where this is true. However, we typically do not ask ourselves whether this is one of those situations. We tend to dive unthinkingly into exploring differences.

Forces:

Our brains are not infinite but finite. We, along with other animals, generally focus on foreground while ignoring or presuming the background. Our nervous system is especially tuned to differences and changes, not to similarities and constancies.

Our educational systems typically focuses on teaching people to make even finer and further differentiations beyond what our senses innately perceive.

Societies typically celebrate finding additional differences rather than finding additional similarities. Experts are typically defined by their ability to detect differences rather than their ability to see similarities.

People are quintessentially social animals. Therefore we tend to join groups. Each group coheres around a group identity which tends to define itself in terms of differences from other groups and seldom mentions similarities to other groups.

Each person only knows a small proportion of another person’s situation and individuality. Often, we treat each person according to their differentiating group membership(s) rather than their similarities to ourselves or according to the complexity of their individual selves.

Solution:

When a group begins to address a situation that impacts many people in various ways, and especially if people already have opinions and positions on the situation, begin by stressing, creating, or fostering their common ground before even starting any other problem solving activity.

Sharing a Meal at CHI 2008 Workshop

Examples:

1. At IBM Research, for several years, I managed a research project on the “business uses of stories and storytelling.” I worked with a small team of researchers & consultants to develop tools and techniques. One patent (Story-based organizational assessment and effect system) was originally inspired by trying to help companies involved in mergers and acquisitions deal with cultural differences between companies. The suggested technique essentially involved collecting stories from the two original companies, analyzing them for the underlying values that were expressed in the stories, finding common values in the stories from both original companies, creating new stories using the values and situations from the originals but making sure the new stories were constructed to be memorable and motivating; and finally re-introducing these stories to the people from both companies. The reason for this whole process was to stress common ground so that people from two companies could work better together.

StoryPatent

2. At a workshop at the 1992 ACM Conference on Human Factors in Computing Systems (CHI ’92), I co-organized and co-led a workshop on “Cross-cultural issues in HCI.” At the beginning of the workshop, the participants entered the assigned workshop room to find that it had been set up in a “classroom style” with one small table and two chairs at the front of the room and all the other chairs and desks set up for the “listeners.” We wanted the room set up as a large circle. Everyone pitched in to re-arrange the room into this large circle. This physical activity provided additional common ground for the team. One outcome of the Pattern “Small Successes Early” is to provide common ground. Having people work together to perform a physical task is one way to establish common ground.

We also played a game called “Barnga.” In my introduction to the game, I explained that it was much like Bridge, Whist, or Euchre. To my surprise, none of the participants attending from Asia had any idea how to play such games or what I meant by “tricks” or “following suit.” That experience illustrates how easy it is (at least for me!) to over-estimate how much common ground exists in a group. (http://www.acadiau.ca/~dreid/games/Game_descriptions/Barnga1.htm)

In a later workshop (2008) on “Human Computer Interaction for International Development,” at the suggestion of Andy Dearden, we began by cooperatively building a map of the world from materials at hand (illustrated above) before delving into the details of the workshop. Starting with this as “common ground” we then explored some of our differences by standing on the representation of where we were from, a favorite place we had visited, a place we wanted to visit, etc.

3. Religions regularly practice rites and rituals. For practitioners of the religion, this provides common ground regardless of a host of differences among the adherents. Of course, it is a double-edged sword because differences among these rites and rituals can also separate people. One of the more brilliant scenes from West Wing cuts among scenes of people attending religions services that are variously Jewish, Muslim, and Christian. The viewer is painfully aware that there is an unsuccessful peace effort underway. In this case, the uncommented footage helps to illustrate the common ground among these three religions.

earthfromspace

4. The Family of Man was both an ambitious photography exhibit and a book (definitely worth buying) that portrays people across the world to illustrate precisely that we do have common ground.

https://en.wikipedia.org/wiki/The_Family_of_Man

5. In an earlier blog post, I showed with back of the envelope calculations just how “related” humanity is in terms of genetics, experience, ideas, and matter. In fact, all of life on earth is highly inter-related and it has been for its entire 4.75 billion years.

https://petersironwood.wordpress.com/2017/03/09/math-class-who-are-you/

6. In a recent episode of the TV series, Madam Secretary, the Secretary of State is trying to resolve a conflict between two nations A and B. The diplomats from A say they cannot trust B and the diplomats from B say that they cannot trust A. She suggests that they start from their mutual distrust as part of common ground. In other words, rather than treating the mistrust of A and B as two separate issues, she begins by suggesting that A and B both share two things in common: not only a desire for peace but also a difficulty in trusting the other side. Even mutual distrust can be framed as a basis for common ground. This is more than a linguistic trick. It is an important reframing. It may well turn out that a single event such as a soccer game with teams that have members from both nations may help reduce mistrust on both sides at the same time.

7. Holiday celebrations, the preparation and consumption of food, listening to music, or appreciating the beauty of nature may all provide additional ways of beginning with common ground. Of course, there are cultural differences in all of these as well so one must take some care to provide something that actually is common ground and not something that only emphasizes the differences among people in these activities.

8. One of the plenary speakers at CHI 1989 in Austin Texas was an astronaut who had been in space. I spoke with him after and during our conversation, he claimed that all astronauts, whatever country they were from, shared the same experience of seeing earth from space; viz., that the national boundaries we typically think so much about were only political; most are not physical. He said all the astronauts were struck by how thin and fragile our atmosphere is and that the earth is the only place around that is capable of sustain the breadth and depth of life. Many of them found this realization of “common ground” the most transformative of all their experiences in the space program.

Resulting Context:

Once people experience common ground, they may still disagree, debate, discuss, or hopefully dialogue in order to identify issues and problems. Experiencing common ground makes it harder to “dehumanize” the other side. It decreases the chances that people will engage in counter-productive actions such as “name calling” or using propaganda techniques to “prove” that they are right and their “opponents” are wrong.

Rationale:

Actions are better when they are based on reality rather than based on fantasy. Reality is that people share much in common. Reality is that there are also many remaining differences. The entire problem solving process (including problem finding, problem formulation all the way through to finding issues with solutions and re-solving, re-negotiating, re-designing, or re-developing a solution) is enhanced when it is based on a balanced view that includes both real similarities and real differences. In America, we already have a culture and an educational system that focuses on differences. Focusing on common ground is a critical factor in balancing our view so that we do not try to solve problems based on the partial truth that we are all different.

Related Patterns:

Reality Check, Check-In, Small Successes Early.

Metaphors:

It is a windy day in San Diego as I write this. We have a set of wind chimes outside the bedroom. Whichever direction the wind blows; however windy it gets (within bounds); and even if the wind is quite chaotic, the sound that emerges is always harmonic and tuneful. This is because of the structure and relationships of the chimes. It would be nice if we could have a platform that encouraged and promoted civility. I think that could work because of the nature of the platform. One of the “chimes” could be Bohm Dialogue; another could be “Building from Common Ground.”

Another musical example is Jazz Improvisation. If a group of musicians who know each other get together, they can improvise some very nice music. If they’ve never met, they will almost certainly agree on a few boundaries before beginning such as style, time signature, key signature. They may well start by having the percussion set up a “beat” that everyone relates to.

Now, imagine instead that seven random people are thrown together from seven different cultures. Each has an instrument that none of the others has ever seen or heard. They have completely different musical experiences and expectations. Does it not make sense that they will take more time to converge on anything good? Doesn’t it seem as though they first need to discover some kind of common ground in terms of scales, rhythms, degree of repetition before achieving a good result? Or, do you think they should argue about which kind of music is best first? Do you think any of the seven will be able to convince the other six that “their” kind of music is superior? Suppose instead of having as one mutual goal making good music, instead, they are in a contest and only one of them will “win” and go on to the next round. Surely, this will only further confound any possible teamwork. Add to this, that they only have two minutes. What kind of performance would you expect now? And, yet, we seem to expect people from very different backgrounds to get on-line and instantly “make good music together.” Whether it’s 140 characters, 280 characters or a whole paragraph, it seems unlikely you will be able to sway anyone to move from “their position” to “your position.”

International sports competitions such as the Olympics provide a setting where people from around the world get together and compete. These are not random people; they are all immensely talented and skilled; however, they are also all highly competitive. Yet, the venue provides a framework for competition that provides a structure for competing within common ground. Despite being from different cultures and using different languages, the athletes push each other to amazing performances with a minimum of rancor. Every athlete realizes as well that every other athlete has also gone through a rigorous selection and training process involving many sacrifices to get where they are — more common ground. The Olympics might be thought of as a particularly interesting example of finding common ground despite people having different backgrounds, language, and goals. Sports may also be thought of as a compelling metaphor. When politics are reported in the media, they are most often treated as a sporting event. But it is a strange kind of sporting event in that such reporting seldom stresses common ground and instead focuses on strategy, polls, winning, losing, and differences. It almost never reports on common ground in politics. In reporting on actual sporting events, however, the reporting focus often does cover the common ground that athletes face; e.g., the training, the dedication, the sacrifices that families must make, the importance of coaching, etc.

References:

https://www.goodreads.com/book/show/197193.The_Family_of_Man

https://www.johngraham.org/coach/17-finding-common-ground-negotiating-and-resolving-conflicts-part-i

http://www.tandfonline.com/doi/full/10.1080/03057267.2016.1206351

http://journals.sagepub.com/doi/abs/10.1177/1049732306289705

https://www.researchgate.net/publication/221517384_Video_Helps_Remote_Work_Speakers_Who_Need_to_Negotiate_Common_Ground_Benefit_from_Seeing_Each_Other

Thomas, J. C. (2017). Building Common Ground in a Wildly Webbed World: A Pattern Language Approach. PPDD Workshop, 5/25/2017, San Diego, CA.

Thomas, J.C. & Kellogg, W. (1993). Cross-cultural perspectives on human-computer interaction: report on the CHI ’92 workshop. SIGCHI Bulletin, 25 (2), 40-45.

Bohm Dialogue

28 Wednesday Oct 2026

Posted by petersironwood in America, management, psychology, Uncategorized

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A Pattern Language., bohm, Bohm Dialogue, Business, collaboration, competition, cooperation, decision making, dialogue, education, innovation, leadership, learning, management, mental-health, pattern language, Patterns, politics, problem solving, sense-making, teamwork, writing

Bohm Dialogue

Prolog/Acknowledgement:

The idea for this Pattern comes from the work of David Bohm. Bohm was a quantum physicist who, later in life, became interested in human communication. He would not say he “invented” dialogue; rather, he felt it was common in so-called “primitive” societies. Indeed, it seems to have been a common occurrence in the recounting of Paula Underwood in The Walking People. I learned more about Dialogue from Peter Senge and Bill Isaacs while working in “Knowledge Management” at NYNEX and IBM.

Author, reviewer and revision dates:

Created by John C. Thomas on February 21, 2018; Revised by John C. Thomas on October 28, 2026

OLYMPUS DIGITAL CAMERA

Synonyms:

Campfire Reflections. Quaker meeting. Heart to Heart. Active Listening.

Abstract:

In a hyper-competitive society, conversations that might be related to actions that affect more than one person are framed as contests with winners and losers, much like a sporting event or a court case. Sometimes, this might be appropriate, but it is not generally a good method. An alternative method to debate and discussion is Dialogue. In discussion and debate, as soon as one person begins saying something in favor of X, others decide whether they are for or against X. Then, based on a superficial hearing of what the person is saying, they determine how to best add weight to X or detract from it. They typically want to be able to “jump in” as soon as there is even the slightest gap in the conversation. As a result, they are typically rehearsing their own upcoming argument and not even listening to the other person beyond the first few words.

By contrast, in Bohm Dialogue, one person says something and everyone else listens to them respectfully. After listening, everyone reflects silently on what has been said. Then, they might or might not make a comment. This comment does not have to be an argument pro or con. It can be an analogy, a story, a reflection, a question, an example, or an observation. Rather than dividing into “camps” or “teams” and trying to “win” an argument about whether X or ~X is better, everyone works collaboratively and cooperatively to understand the space of possibilities and consequences. In such cases, the group might end up doing X, ~X, or .5X. Or, they may decide to gather more data; they may invent Y; they might decide to experiment in a small way with X. It is a joint construction process rather than a contest.

Problem:

Groups consists of individuals who never have precisely the same interests or the same experiences as anyone else. In some cases, people simply make their own choices. It isn’t necessary for everyone to eat the same food or read the same books. But in some cases, appropriate action requires that people agree. Do we drive on the left side of the road or the right side? Do we penalize companies for polluting the environment or not? Do we have daylight savings time or not?

In a competitive society, it is easy to fall into the trap of framing problems in terms of who will benefit and who will lose. Everyone on the “losing side” will tend to find arguments to support their position even before understanding the other side. Such a process rarely results in innovation or breakthrough thinking. In a rush to win, people tend to ignore subtleties and interactions so even the framing of the problem becomes over-simplified. If people become angry or fearful, their ability to process information deteriorates and they most often stick with something they already know. In extreme cases, people will literally “freeze” with fear and be unable to perform even a simple yet critical action such as pulling the ripcord on their parachute.

In addition, if group action is decided through a process that is framed in terms of winning and losing, those on the losing side may not fully cooperate with the group decision. Consciously or unconsciously, they may even act to thwart the implementation of the group decision.

In the rush to “win,” those on the winning side may not even listen to important concerns from the other “side” and even if the “correct” decision “wins out,” important implementational details are overlooked. In this way, the implementation of the group decision will be flawed even if everyone genuinely tries to cooperate.

By framing the group decision process in terms of “winners” and “losers,” group cohesion and mutual trust can often be lost. This is particularly true if the group process is so contentious that people use propaganda or outright lies to try to “win” the debate. This not only makes this particular problem solving exercise less than optimal; it also means that future interactions will be less cordial, less civil, and less likely to result in what is best for the group as a whole.

Context:

Complex problems and large problems can often only be solved by groups. In addition, sometimes, decisions must necessarily impact the entire group. Groups may be as small as a couple deciding where to go on vacation or tennis doubles team deciding on an effective approach to their next match or as large as all of humanity deciding on how to deal with population growth and pollution.

Groups must not only decide on a collective course of action; generally, they must also implement that decision.

Forces:

Everyone wants to protect their “own interests.”

People may think of their “own interests” at varying levels; e.g., their own body, their own belief system, their own family, their own tribe, their own party, their own nation, all of humanity, or even all of life.

The expectations of any one person are primarily based on their own experiences.

The behavior of any other person is largely based on that person’s experiences.

If one person acts uncivilly or hyper-competitively, it tends to increase the chances that others will do the same.

In some societies, competition has become the default way to interact.

Competition tends to induce high stress levels in people.

High stress levels tend to make people less willing to listen, change, or think creatively.

* Everyone is an expert when it comes to their own experience.

Solution:

Instead of having a group debate or discuss two or a few alternatives to determine which one is the winner, instead use Bohm Dialogue to cooperatively, cooly, and calmly have the group examine a situation using everyone’s experience together. Have people listen respectfully to everyone’s contribution. Have everyone reflect on what they say. It helps if people frame their contribution in terms of their own experience rather than abstract and sweeping generalities and pronouncements. Let the group cooperatively build a joint understanding of the problem. This often results in an emergent solution. Even when it does not and, in the end, a vote on X or ~X must be taken, everyone feels respected by everyone else and people are much more likely to help implement the solution.

Example:

Imagine a tribe of people sitting around a fire at the end of the day. They reflect on their experiences. One says, “I gathered acorns today. There were very few though. This is not like the other years.” Everyone listens. They reflect.

Another says, “It would be nice if we could eat the acorns as the squirrels do, without having to wait.”

Another says, “Yes, though even they do not eat them all right away.”

Another: “Are there fewer oak trees? Or, is each tree making fewer acorns?”

The first says, “I am not sure. Let me think back. Each tree has fewer than in years past.”

Another says, “Speaking of fewer, I only caught two fish today in my favorite fishing spot. And the water was shallower.”

Another adds: “This spring I gathered fiddlehead ferns. There were only a few. Odd.”

Another: “There were so many nice sunny days this spring and summer. I guess there was a lot less rain.”

Another: “It would be nice if we could make it rain more.”

An older woman adds, “It has been raining less as I’ve grown older. Less and less each year.”

Another: “How can we make it rain more?”

Another: “I don’t know how we can make it rain more. But we could save the water when it does rain.”

Another: “I like water. Sometimes the small raindrops join together to make larger ones.”

Another: “Indeed, it is the nature of water to like the company of others.” Laughter.

Another, “Perhaps we can encourage water from the big river to visit us. We can dig a trench. If we encourage some water to go into that trench, other drops may follow into our stream.”

Another: “More water in our stream would encourage fish as well as fiddleheads and oaks to visit us more often.”

To the typical “modern person,” this dialogue seems needlessly random and inefficient. But is it really?

Sure, the typical business meeting has an agenda and it seems as though it’s efficient. The meeting below is pure fiction — but it is precisely in line with my typical experiences from a lifetime of meetings in “efficient corporate America.”

10:10- 10:30 Discuss ways to get more acorns.

Chairperson: “We need more acorns. How can we get them?”

Person 1: “I need help. They are hard to find.”

Person 2: “Well, I can’t do it. I’m having enough trouble getting fish. That takes all my time.”

Person 3: “You think you’ve got troubles? I can’t find enough fiddleheads either, so I can’t help.”

Person 4 – speaking directly to Person 1: “You sure you’re really hunting acorns and not just ogling the women? Just kidding.”

Person 1: “You come gather the acorns then. You’ll see.”

Person 4: “I said I was just kidding.”

Person 2: “When can we talk about getting more help fishing? Can we put that on the agenda for next week?”

Chairperson: “It’s next on the agenda.”

Person 5: “The real solution is incentives. I hate to say it, but I just don’t think everyone is really pulling their own weight around here.”

Person 6: “The key is better metrics. Words like ‘fewer’ are very fuzzy. We need an accounting of all the acorns. And fish. And fiddleheads. Then, we will be able to quantify the extent of the problem.”

Person 1: “Who is going to count the acorns? You? I know I got fewer and it isn’t from not trying.”

Chairperson: “Hey, we’re almost out of time. Let’s table this discussion for now and put it on the agenda for next week. It seems to me, in the meantime, Person 1, you’re going to have to get up a little earlier in the morning and gather more acorns that way. Let’s vote. All in favor of Person 1 getting up earlier to gather more acorns, raise your hands.”

[Everyone raises their hands except Person 1].

Chairperson: “OK, motion carried. Person 1, give us a report next week on exactly how many acorns you got every day.”

Person 1: “Look, the acorns are largely gone now. Getting up earlier isn’t going to help.”

Chairperson: “Sorry, Person 1. Do the best you can. We need to move to the next item on the agenda which concerns fishing.”

Person 1: “I always do the best I can. But I’m telling you that there will still be fewer acorns next week.”

Chairperson: “OK, we need to take this off-line and talk about fishing. If you can’t gather acorns, we’ll find someone who can. Enough.”

What are the likely outcomes from this “efficient” meeting? First, it is quite likely that Person 1 is pretty pissed off. Second, the group is unlikely to ever realize that there is a problem with the acorn supply rather than the extent or manner in which Person 1 is gathering them. Third, the group is way far away from realizing the systemic nature of the problem and the fact that the “real problem” is a diminishing source of water, let alone making any progress toward solving that actual problem.

Resulting Context:

Generally speaking, using dialogue will be more not less efficient for finding and implementing solutions to root problems than will competitive debates or discussions. The solutions arising from Dialogue will be “owned” by the entire group and it is more likely that everyone will be working together to make sure the solution actually works. In addition, the long term effect on the group is to increase mutual trust and cooperation.

Rationale:

Actions are always better based on reality than on fantasy. Yet, humans often latch onto a particular interpretation of events very quickly and with insufficient data. As a consequence, people often work within the constraints of their own limited thought patterns. Treating what is essentially and quintessentially group problem solving as a competition between people for which of two or three solutions most often results in solving the wrong problem or at best only solving a sub-problem. In addition, “solutions” arrived at in this competitive way often result in decreased effectiveness of a group over time because of growing envy, resentment and mistrust.

By contrast, Bohm Dialogue encourages people to work together with respect and to understand a problematic situation from many angles. In this way, the real or more basic problem is understood as well as how it impacts everyone present.

As Bohm points out, many people mistakenly believe the word “Dialogue” comes from the Greek word logos for truth and the Latin root di for two implying that a dialogue is a two-sided debate. Instead, “Dialogue” comes from the Greek logos and the Greek root dia which does not mean two but through. It is coming to the truth through interaction.

Related Patterns:

“Who Speaks for Wolf.” Reality Check.

Known Uses: (See the Incarnations section of the Wikipedia article on 2014)David Bohm referenced below). I have also had personal success running Dialogue sessions as Executive Director of the NYNEX AI lab and in SIGCHI meetings. If you explain the “rules of the game” people can fairly easily learn to Dialogue.

Quaker meetings are often run in this same fashion and the group does not “vote” to choose among a couple possible actions but instead reflects as a group until a consensus is reached.

Metaphors:

Bohm, as I mentioned, was a quantum physicist and he likened what happens in dialogue to having people be in a “super-cooled” and therefore “super-conductive” state. When people are “agitated” to “win,” they are bouncing around like hot molecules and conducting information among them is difficult. The more you heat up a wire, the less well it conducts current or information. Near absolute zero, the wire instead becomes “superconductive.” When people relax and do not have an “axe to grind” and are not ego-invested in a predetermined outcome, they behave quite intelligently in discovering truths.

References:

https://en.wikipedia.org/wiki/Bohm_Dialogue

Bohm, D. (1996). On dialogue. New York: Routledge.

Holman, P & Devane,T. (1999). The change handbook: Group methods for shaping the future. San Francisco: Berrett-Koehler Publishers.

Isaacs, W. (1999). Dialogue and the Art of Thinking Together: A Pioneering Approach to Communicating in Business and in Life. Bantam Doubleday Dell Publishing Group.

Krishnamurti, J. and Bohm, D. (2014). The ending of time: Where philosophy and physics meet. New York: Harper/Collins.

Senge, P. M. (2006). The fifth discipline: the art and practice of the learning organization. Doubleday.

Shaw, P. (2002). Changing Conversations in Organizations. A complexity approach to change. London: Routledge.

Author Page on Amazon

Links to other relevant blog posts (free, no ads):

Tools of Thought: Many Paths

We Won the War! We Won the War!

Stoned Soup

The Myths of the Veritas: The First Ring of Empathy

We’re all in this together

The Isle of Right

Imagine All the People

The Dance of Billions

Life is a Dance

Take a Glance; Join the Dance

Context-Setting Entrance

27 Tuesday Oct 2026

Posted by petersironwood in management, psychology, Uncategorized

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Context Setting Entrance

Prolog/Acknowledgement/History:

It occurs to me that some readers would like to know more about Pattern Languages; the pros and cons; pointers to the research; perhaps, how to write (or find) Patterns. I will do that soon on the basis of my current understanding. I’d like to put out a few more examples first though. I find that concepts such as “Pattern” and “Pattern Language” are much better defined by example than by rule.

In the meantime, below are some pointers to give a better flavor of what this odd creature, A Pattern Language, actually looks like and whether it can be housebroken or used for hunting. As you can tell by the list below, I have tried out this creature in many different circumstances. To me, it seems quite happy and affectionate. I think that when it comes to trying to work with Pattern Languages, it is necessary to treat it something like a puppy. Your attitude toward a puppy (or a Pattern Language) will be an even more important a predictor of your success than your cleverness or knowledge of puppies (or of the Patterns).

Let every Pattern be “frisky” and let each Pattern explore and check out odd corners of the domain (and each other). There are cases where a particular Pattern doesn’t apply and there are cases where no Pattern applies just as your puppy can’t do anything they want. And, there are a few places where Pattern Languages are not at all appropriate just as there are places where no pets are allowed. For example, some situations are well enough understood that they can be characterized by a mathematical formula. No need for a Pattern (or a puppy) there, though it could still be fun.

On the other hand, there are also some situations that are still too ill-defined, too unknown, too novel for Patterns to be useful. Be patient and survive. Eventually, you may learn enough to build and use Patterns.

https://www.slideshare.net/John_C_Thomas/toward-a-sociotechnical-pattern-language

https://www.slideshare.net/John_C_Thomas/ppdd-copy?qid=2852eb5e-9639-44e0-b648-eb46defc0721&v=&b=&from_search=1

https://www.slideshare.net/John_C_Thomas/meta-design-and-social-creativity

https://www.slideshare.net/John_C_Thomas/chi2006-workshop-paper-on-trust

https://www.slideshare.net/John_C_Thomas/sigchi-extended-abstractsjct

http://www.cs.cmu.edu/~yangwan1/cscw2011/papers/cscw2011extendedabstractW7positionpaper-JCT.pdf

https://www.slideshare.net/John_C_Thomas/handover-jct

There are often several “sources” of inspiration for a Pattern. “Context-Setting Entrance” is like that. First, I was struck by one of Christopher Alexander’s architectural Patterns because it resonated with one of my own pet peeves — modern buildings often give no clue as to where the blasted entrance is! Part of Pattern 110 – Main Entrance says the following:

“The entrance must be placed in such a way that people who approach the building see the entrance or some hint of where the entrance is, as soon as they see the building itself.”

To this, I say, “Amen!”

Being able to know where the entrance is, of course, is somewhat different from saying the entrance should give a clue as to what sort of behavior is appropriate once inside. In terms of my own experience however, this Pattern of Alexander’s set me to thinking about the importance of entrances.

At about the time I became aware of that Pattern, I was working at IBM Research and used a system that my wife and other friends at IBM developed called “Babble.” This was a mixed synchronous/asynchronous messaging system with wonderful functionality but a rather “unprofessional” look to it. Later, when she managed the group, she hired an extremely talented architect/designer and Babble was replaced with a much more beautiful system called Loops (as in “keeping people in the loop”). The functionality was quite similar but the second design was much more beautiful. Oddly, it never got quite so much use as the first system. I began to wonder whether it was so beautiful that people felt as though what they needed to be more formal, respectful, and serious when they wrote there. Perhaps this led many people to feel they couldn’t simply “hang out” as they had done with “Babble.”

At about the same time, I built a website with some nice graphics. This was a wiki meant for everyone in a community to use. Instead, what I got was email from people suggesting things I could add to the website. “No, it’s a wiki, I explained. You don’t need my permission. Just add what you want!” There were very few takers. Later, I made it more “rough-looking” and people began adding material to it.

Traditions in a culture condition us to expect which kinds of behavior are appropriate when we go to a dry cleaners, a pub, or a cathedral. It seems that when it came to electronic media, cues were often missing or misleading. In a later project to improve search on www.ibm.com, I noted and then explained to management that although IBM was trying to be the high price, high quality provider, their website looked, at that time (@2000) a lot more like K-Mart’s website than it did that of Harrods or Neiman Marcus. All of these specific situations led me to believe that context-setting entrances (e.g., splash screens and portals) were not being sufficiently accounted for in the design of electronic media.

Author, reviewer and revision dates:

Created by John C. Thomas on February 13, 2018 Revised by John C. Thomas on October 27, 2026.

Synonyms:

Set Appropriate Expectations

People Do Judge a Book by its Cover

Abstract:

Human societies have widely different customs about what is appropriate behavior in different contexts. As people grow up in a culture, they learn when and where various actions and styles of behaving and talking are appropriate. When someone enters an unfamiliar setting, it is generally to everyone’s advantage that the new person has some idea about what is appropriate. Therefore, before the person even enters it is helpful to provide the emotional tone and mood appropriate to the current situation. In some cases, this can be done architecturally or musically. In other cases, people may be given a “program” which through typography, word choice, or images may set the tone for a gathering. By setting the context at the entrance, people understand better what is expected of them; it prevents their embarrassment and enhances the ritualistic aspects of the event as well as making the practical outcomes achieved more effectively.

Problem:

Groups function better when the people in the group behave within a set of norms. For example, at a golf match, there are specific roles for contestants, caddies, audience members, officials, vendors, and the press. Each of them is expected to play a particular role with respect to the tournament. In addition to that however, there are expectations about the appropriate style. In golf, as in tennis, it is expected that the audience be quiet during actual play. Baseball and football players as well as professional fighters talk trash to each other but tennis players and golfers typically do not. If people use the “wrong” norms for the occasion, they may embarrass themselves and upset the rest of the group.

In some cases, such as a church service, prom, funeral, wedding, or legal proceedings, failing to follow the norms may even tend to thwart the social binding purpose of the event. For example, many things that would be “appropriate” at the bachelor or bachelorette party right before a wedding would not be appropriate as part of the post-wedding toasts. Because there are “rules” even if just one person follows those rules, it diminishes the feeling of group cohesion for everyone. In some cases, violating the norms could also have considerable practical consequences. For example, if a small town has a barn-raising event and there are assigned roles and responsibilities, someone simply “winging it” or following some completely different process of home building could be frustrating, counter-productive, or dangerous.

Context:

Cultures developed separately in many places around the world. Partly to adapt to specific conditions and partly by accident, these cultures developed different cultural practices. There are many cultures around the entire world who celebrate e.g., successes, conceptions, births, deaths, marriages, divorces, graduations, birthdays, coming of age, etc. Aside from rituals and special events, there are also particular places where one is expected to behave in a certain way or certain people such as royalty who are supposed to be addressed in certain ways. There are also particular holidays that precipitate particular behaviors, moods, rituals, etc.

To insure that everyone in the group or community knows what is expected of them, more experienced members of the group or community might conduct training, provide written materials, to the less experience or perhaps even put some information on a “cheat sheet” of some kind.

Yet, there may always be the possibility of those without the training or instructions to become involved in a social situation with demanding rules. In such cases, it helps to set the context by the words, shapes, colors, music, architecture and thereby let people know what the proper tone should be for the occasion .

People find it very difficult to operate in a sea of ambiguity and therefore seek to find explanations and clarity very quickly. Unfortunately, people therefore tend to jump to a conclusion about someone else and that conclusion can then blind them to further information about that person, particularly when the new information is at odds with the initial impression. So, when someone behaves “badly” — too informally or too formally, for instance, many immediately think badly of them. And, the person who committed a faux pas, in turn, through being embarrassed, thinks less of the group, event, ritual, etc. than they would have if they had simply been “clued in” as to what was expected.

OLYMPUS DIGITAL CAMERA

Forces:

Everyone comes to expect certain kinds of behavior from others in a specific context.

The expectations of any one person are primarily based on their own past experiences.

The behavior of any other person is largely based on that person’s past experiences.

People are particularly influenced in their perception of something new by their first experience.

Because modern cultures are often quite fluid, it often happens in the real world that people enter a Holiday, special event, ritual, building, or website that they are unfamiliar with.

When a person seems to be too uptight or too loose for the situation, we tend to make (and stick with) negative attributions about them.

When someone attempts to “fit in” to a new group or situation and fails because they couldn’t tell how they were supposed to act, they will tend to reject the group, event, or medium.

There are numerous clues that can be used to set a mood or predispose people to behave in certain ways.

Solution:

When designing a website, application, building, party, or basically anything at all, use cues at your disposal to let people know what sorts of behavior and what styles of behavior are appropriate.

Examples:

1. Motion pictures use both imagery and music at the beginning to let the audience know what this movie is about and even presage how it will turn out. Consider for a moment the difference between the beginning of The Sound of Music and Jaws. In both cases, the imagery and the music are quite appropriate to the overall dramatic arc.

2. You enter a restaurant. Even before you are seated or look at a menu, based on the noise level, background music, architecture, how crowded it is, and how the people are dressed, you generally have a fairly good idea of what is appropriate and inappropriate conversation and behavior as well as what the price range is likely to be.

3. You see a book at the bookstore or on-line. Before buying the book, or indeed, even reading a few pages, you already have an impression based on the cover, the size and age of the book, the blurb, and the author’s profile what type of book this is to be. For example, and hopefully, the cover art of Turing’s Nightmares says: “This is science fiction” and “Soon, the world is going to be quite different.” The tone will be somewhat surprising and unpredictable. On the other hand, the cover of The Winning Weekend Warrior is going to be about victory and is set in the real world. The tone will be fun and happy. The dust jacket of Christopher Alexander’s A Pattern Language, looks to me quite formal and serious. It seems rather tome-like because of the sparseness of cover imagery, the typography and the presence of so many authors on the cover.

4. When it comes to social media, of course, a large part of what people “see” in the “entrance” are the posts, blogs, tweets, comments of other participants. If one wanted, for instance, to increase the chances that users were respectful, polite, or rude, one could alter the first few posts, blogs, tweets or comments that a new user saw and that could serve as a model for what was deemed most appropriate.

Resulting Context:

Generally speaking, a context setting entrance will help people behave more appropriately. This will result in less friction, fewer outcasts, greater group cohesion, and greater social capital. It may also help people choose more appropriately among various possible churches, movies, restaurants, movies and on-line venues.

Rationale:

Most people most of the time wish to act appropriately. Letting them know what that is increases the chances that they will be able to.

Related Patterns:

Special Events. Greater Gathering.

Known Uses:

Metaphors:

The strongest metaphor that leaps to mind are various “warnings” in the plant and animal kingdom; e.g., brightly colored poisonous snakes and tree frogs as well as “attractors” such as flowers use to attract bees as well as those that various birds and fish use to attract potential mates.

References:

Alexander, C., Ishikawa, S., Silverstein, M., Jacobsen, M., Fiksdahl-King, I. and Angel, S. (1977), A Pattern Language: Towns, Buildings, Construction. New York: Oxford University Press.

Thomas, J. (2015). The Winning Weekend Warrior: How to succeed at golf, tennis, baseball, football, basketball, hockey, volleyball, business, life, etc. CreateSpace/Amazon.

Thomas, J. (2016). Turing’s Nightmares: Scenarios and Speculations about “The Singularity.” CreateSpace/Amazon.

https://www.amazon.com/author/truthtable

Primacy Effect

Greater Gathering

22 Thursday Oct 2026

Posted by petersironwood in America, management, psychology, sports, Uncategorized

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Greater Gathering.

Author, reviewer and revision dates:

Created by John C. Thomas on Dec. 11, 2004

Reviewed by <> on <>

Revised by JCT on Feb. 7, 2018. Revised by JCT on Oct. 22, 2026

Prologue and Acknowledgements.

This pattern can be found in many teams, companies, NGO’s, families, and religious organizations. If you are interested in how this happened to strike me as a pattern, feel free to read this section Otherwise, you can skip it. I began to notice this pattern after two events happened to coincide.

While working at IBM Research many years ago, I played in an inter-company tennis league in Westchester County, New York. During those matches, I met many IBMers from outside of IBM Research. One of the people I met worked in the corporate tax department. In those days, long before Google, we used a Key Word In Context system (ITERC?) to scan for potentially useful documents. Every week, I would get a long list of abstracts based on my list of keywords. This system was not nearly so accurate as what many of us have access to today. While there were many “hits” for me, there were also quite a few false positives. For example, I was interested in the psychological process of “induction” – learning a rule based on examples. I often got abstracts, however, about “induction motors.” One day, I got one of those “false positives” about a new tax law that allowed highly profitable companies like IBM to “trade” tax liabilities with companies who were struggling like the tire companies in my home town of Akron. According to the abstract, it was in the financial interests of both companies to use this “trading” mechanism. I had little interest in it, but I liked the guy I had met from corporate and we had traded contact information for tennis purposes. I sent him the abstract. As it turned out, this was precisely applicable to IBM and saved them a lot of money.

At the same time, I was reading about the history of IBM and particularly thought it interesting that they had put so much time and effort into the 100% club meetings. This was a country-wide meeting to bring together sales people from all over the US who had met or exceeded their sales quotas. I was never in sales, but even at Research, we had “annual picnics” in which everyone in IBM Research was invited to come with their families. As I began thinking about it, I realized that these kinds of “larger gatherings” were common across many different cultures, domains, and types of groups. The tax example showed a very specific financial benefit to the IBM company but I realized there were many other potential benefits as well.

Synonyms:

Conference. Congress. Convention. Jamboree. National Holidays.

Abstract:

When moderate to large groups work to solve large, complex problems, it is often necessary for them to subdivide the work into distinct subgroups. This results in the group being more efficient and effective. However, it also means that each group comes to develop their own vocabulary, search for people who are particularly good at certain things, and in various other ways, the people within the subgroup communicate a lot, come to trust each other, and have clear common interests. They are often at conflict with other subgroups for resources. In addition, there is less trust across these organizational boundaries than within such a boundary. Often, the people themselves develop to be somewhat different kinds of people. Large effective groups therefore participate at least annually in a “Greater Gathering” which allows people to meet and co-mingle across these organizational boundaries. These meetings are constructed to emphasize “common ground” within the larger group. As a result, new lines of communication are opened up; mutual trust is enhanced; sometimes, real problems are solved.

Problem:

As large, complex problems are broken down into pieces and assigned to different groups, efficiency and effectiveness increase. Not only that, the individuals within each of these various subgroups typically grow more trusting of each other within that sub-group. They learn about each other’s skills and motivations, so over time, the sub-group as a whole grows more effective and efficient.

However, this high intra-group cohesion comes at a price. People in one part of an organization consider themselves the “in-group” and may begin to limit their learning because of the lack of diversity that is inherent in looking from one perspective. Furthermore, they may come to work so hard to solve their own sub-problem that they lose sight of the larger problem and make sub-optimizing decisions. In some cases, the ideas of various subgroups about how to handle something will differ and result in conflict. Even worse, sometimes, decisions made in Group A help them a little but make life for Group B much more difficult and make the overall objective of the group, whatever it is, more difficult to achieve and no-one ever realizes it. There may be lack of trust between different sub-groups or even outright mistrust among sub-groups. Often sub-groups that are “at odds” with each other, not only have different management chains and objectives; they may also be geographically apart; they may be from different cultures; they may be of different professions, etc. For these reasons, a suspicion may grow over time while mutual trust diminishes. Information sharing becomes strained. The overall organization is not doing as well as it might nor are the people within that organization doing as well as they might.

Context:

A group of people has been attempting to accomplish some task as effectively and efficiently as possible. In order to do this, one common method is to breakdown a large, complex task into smaller, less complex tasks. Often, those people working on a subtask naturally spend more time with others on that subtask than on other subtasks. It naturally occurs in this context that since people spend a lot of time together, they may develop common interests and also spend leisure time together as well. Sharing common sub-goals, physical contexts, and leisure activities as well as working on the same subtasks may eventually lead to an “in-group” feeling.

Over time, these subgroups develop different methods, procedures, values, customs, terms of art. They become, in a sense, different sub-cultures. But just as cooperation and communication can be trickier when two historical cultures are involved, so too, it can more difficult for, say, someone from each of the legal department, the accounting department and the R&D department to understand each other than, say, three accountants. Sometimes, various departments actually want the same thing. They simply don’t know it because they are speaking different languages.

Some degree of “antagonism” of purpose is often built in to the organization. The R&D department will ask for more money. Finance will say no. But these kinds of one-sided or even two-sided or multi-sided competitions are much healthier both for the organization and its people if they are done with mutual respect and by adhering to rules. Having completely different sub-cultures can enhance the difficulty of such negotiations.

Forces:

*People are naturally gregarious.

*People working on a common problem often bond as well.

*People working on a common sub-problem often lose sight of the larger problem.

*Social sanctions can lead to a lack of diversity of perspectives.

*All people share certain basic drives.

*Shared special events help build social bonds.

*People enjoy novel experiences and viewpoints, under some circumstances

*An expectation of what happens (based on story and experience) can help mold what does happen.

The possibility of one person harming another and not doing so increases mutual trust.
Shared experiences tend to increase mutual trust.

Solution:

All the sub-groups that need to cooperate in a larger group should get together periodically for a meeting of “Greater Gathering.” This should be periodic and structured. Activities need to be formulated that help everyone visualize and experience common ground. Eating, drinking, dancing, singing, athletic contests, and other physical activities should also be included since these are experiences people will relate to and enjoy regardless of which sub-group they belong to or which sub-problem they are working on.

Examples:

Companies generally used to have many of these events when such companies were run by people who cared about the companies and the people within those companies rather than simply caring about using companies as a tool to enhance the power and wealth of a few. For example, when I first joined IBM, they sponsored many sports leagues within IBM Research including tennis, golf, softball, and soccer. Furthermore, they participated, as in the prologue of this pattern, in sports leagues across nearby IBM locations which included sales, CHQ, Engineering, Programming and Technology, Marketing, and Advanced Ad Tech. Every year, there was an elaborate company picnic. There was a Holliday Party and fairly frequent less formal award ceremonies with refreshments. There were also numerous recognition events which were attended by people of multiple sub-groups.

Other examples are numerous. Boy Scouts and Girl Scouts had national Jamborees. Families often have extended family reunions. Sometimes, these can be at a civic level such as Mardi Gras or a local annual parade that most people work on or attend. Nations have shared Holidays.

I’ve been very active for a long time in a group called “CHI” for “Computer-Human Interaction.” It’s a Special Interest Group of the Association for Computing Machinery. (ACM). The people who do research in this field are scattered across the globe. They work for different university departments or companies or non-profits or governments or as individual consultants. We have full professors and undergraduate students; we have people with original backgrounds in electrical engineering, philosophy, psychology, design, architecture, fine arts, English, human-computer interaction, mathematics, mechanical engineering and many more. Some are doing research whose application is out at least 20 years and others are worried about whether their start-up will survive the quarter. Some work for giant multi-nationals and others are one person companies. Every year, we have a rather challenging conference where all of these folks are invited. The conference centers around the technical program, but there are also many things meant to provide a larger gathering; to foster mutual trust; to have a great time together so that we can better respect each other, communicate more effectively and achieve common goals.

Resulting Context:

One result of the first example above is that people throughout IBM at that time almost universally thought of themselves as IBMers rather than someone from the accounting department. What this meant was that there was a high level of trust for people from other parts of the company. I’m not saying it was perfect but it was much higher with more people honestly trying to do what was best for the company rather than what was best for them or their immediate manager. Now, that’s largely reversed. Of course, it’s hard to know how much is due to the “cutting out of all the fat” like annual picnics and sport’s leagues.

In the second example, Boy Scouts get a chance to see that people of different shades of skin, creeds, geographical locations share a lot in common.

In the third example, the CHI conference continues, I believe, to be an important reason that people in such a wide variety of circumstances can collaborate and communicate so well.

Rationale:

It is easy to imagine that people we rarely or never see are not only different from us superficially, but that they are different in essence. If you meet people from various parts of your organization in a neutral informal situation that stresses your commonality such as a picnic, a sporting even, an ice-cream social, or a walk-a-thon, you will see that you have some common ground and mutual trust and that makes communication easier.

Related Patterns:

Conversational Support at the Boundaries.

Known Uses:

Religions celebrate common holidays. Nations celebrate common holidays. The Olympics brings nations together every four years for athletic competition. In many countries, including the United States of America, people voting though for different candidates, platforms and parties was nonetheless largely seen as a force for greater cohesion. Only after lies and propaganda, much of it instigated by those wanting to destroy America’s power as a nation, have elections come to be possible sources of contention and conflict rather than common celebrations of democracy.

Metaphors:

Many species go to a common place at least annually. We humans attribute this to the benefits of cross-fertilization or more global competitions in survival of the fittest. Is it also possible that they are also exchanging information that is useful for the species as a whole?

Fable:

I think I will defer, at least temporarily, to that excellent fable of Norton Juster’s: The Phantom Tollbooth. In that fable, Rhyme and Reason are banished to separate kingdoms and the results are not good.

References:

Jacobs, Jane. (1969) The Economics of Cities. Mass Market Paperbacks.

Thomas, J. C. (2001). An HCI Agenda for the Next Millennium: Emergent Global Intelligence. In R. Earnshaw, R. Guedj, A. van Dam, and J. Vince (Eds.), Frontiers of human-centered computing, online communities, and virtual environments. London: Springer-Verlag.

Thomas, J. C. (2012). Patterns for emergent global intelligence. In Creativity and Rationale: Enhancing Human Experience By Design J. Carroll (Ed.), New York: Springer.

Links

Imagine All the People

Roar, Ocean, Roar!

The Dance of Billions

We’re All in this Together

Stoned Soup

The Iroquois Rule of Six

21 Wednesday Oct 2026

Posted by petersironwood in management, psychology, Uncategorized

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Iroquois Rule of Six

Prolog/Acknowledgement:

The idea for this Pattern comes from the work of Paula Underwood who was the designated storyteller for her branch of the Iroquois (See references below). Of course, even she would not claim to have invented the pattern which grew out of long cultural experience.

Author, reviewer and revision dates:

Created by John C. Thomas on February 2, 2018

Synonyms:

Don’t Jump to Conclusions, Sympathetic Reading, Give Others the “Benefit of a Doubt,” “Look before you leap!” “See the Whole Elephant”

Abstract:

Human beings are very complex and we only see snippets of someone else’s behavior. Yet, we are trained that it is important to quickly interpret why someone else is doing something. By the time we’re adults, when someone does something that violates our expectations, we tend to come up with an “explanation” very quickly. Furthermore, we tend to treat this explanation or interpretation as fact when, in many cases, we have only a very small amount of actual data to depend on. A misinterpretation of someone’s motivation can quickly cause bad feelings on everyone’s part. Therefore, according to the Iroquois “Rule of Six,” before you act on the basis of your initial interpretation, you are advised to think of at least five additional interpretations and try to gain evidence about all six (or more) hypotheses before taking action.

Problem:

Groups function better under a wide variety of circumstances if there is a high degree of internal mutual trust. If people work together over a long period of time, trust will develop if warranted. While we sometimes know some of what’s going on in someone else’s life, we only know a very small proportion of what is going on, even if it’s someone we are very close to and spend a lot of time with. In work groups or teams, the proportion of the whole of someone else’s situation that we see is very small indeed. This is even more true when we are trying to work in a new or ad hoc group. We feel it’s important to understand the motivations of others and what they are likely to do. Often, we therefore jump to conclusions about others that are far from the truth. When we act on such incorrect premises, it can derail progress toward solving a problem and damage trust and relationships for the future as well.

Context:

Complex problems and large problems can often only be solved by groups. For the group to work well together to solve ill-defined or wicked problems, it is useful for them to understand each other’s situations and motivations. We generally come to expect others to do certain things based on logic, authority, agreement, trust, the current situation and other factors. In fact, it’s often hard to understand even our own motivations or to predict what we ourselves will do in novel situations.

People are often in a hurry to make progress on solving problems. Thus, when someone does appear to violate our expectations, we are tempted to come up with a “reason” for their unpredicted behavior. However, because people are complex and situations that require cooperation and coordination are also complex, we seldom actually know why a person does something. There are things about them that we may be unaware of such as their physiological state (e.g., tired, sick, on drugs, low blood sugar). There are also things about their situation that we are unlikely to know about (e.g., time pressure, lack of appropriate training, unusual experiences, knowledge beyond our ken).

Forces:

Everyone comes to expect certain forms of behavior from others in a specific context.

The expectations of any one person are primarily based on their own experiences.

The behavior of any other person is largely based on that person’s experiences.

The behavior of another person can also be heavily influenced by that other person’s situation.

Each person only knows a small proportion of another person’s situation.

When faced with another person’s violation of expectations, people tend to quickly generate an explanation of why that person did what they did.

Because of “confirmation bias,” once a person comes up with an explanation of anything (including why someone did something), they tend to look for evidence to support their initial explanation.

Solution:

When a person comes up with an explanation of someone else’s behavior, they should generate at least five other hypotheses and then seek evidence for and against all six hypotheses before taking action.

Examples:

1. A babysitter is put in charge of an infant. The baby cries and the babysitter assumes it is hungry and feeds it. Yet, the baby keeps crying. The babysitter assumes it is still hungry and tries to feed it more but the baby refuses food and keeps crying any way. She tries a variety of foods but the baby doesn’t seem to like any of them. Rather than assuming that the baby is hungry and keep trying to find a food the baby will like, according to the Iroquois Rule of Six, the sitter might consider other hypotheses; e.g, the baby might have gas, have a wet diaper, be sick, miss her parents, or (as was actually the case) have a diaper pin stuck through her skin.

2. You have an important project meeting with Jerry Jones on your calendar for 10 am in room 435. You are sitting at the table but Jerry Jones is nowhere to be seen. The clock on the wall says 10:10. Still no Jerry Jones. You think to yourself, “Well, okay, fine. Obviously, Jerry doesn’t really care about this project.”

That kind of thought is a normal human reaction. Unfortunately, once the thought occurs to you, it is easy to now treat your interpretation of events as a fact about Jerry’s commitment to the project.

The Iroquois recognized this tendency and the “Rule of Six” suggests that before taking any action, you should first generate at least six interpretations, not just one. In this particular hypothetical case, several come to mind.

Jerry doesn’t care about the project so he’s not coming or doesn’t care how late he is.
Jerry comes from a culture where 10:10 is not actually late for a 10 am meeting.
Jerry was unattainably delayed.
You wrote down the wrong room for the meeting.
You are not actually in room 435.
You are in room 435 but in the wrong building.
You wrote down the wrong time.
The clock on the wall is wrong.
You wrote down the wrong day for the meeting.
Jerry sent you email asking to change the meeting time but you didn’t check your email.

3. You and your tennis doubles partner are in a crucial match. Your partner keeps serving up weak second serves and your opponents both keep running around their backhands and zinging heavy forehand shots at your body. You’ve already been hit twice because you cannot react quickly enough even to defend yourself. You conclude that your partner must be trying to get you killed and you tell them so. In this case, despite your interpretation, it seems exceedingly unlikely that your partner is literally trying to get you killed. If they are, this is a singularly ineffective way to do it. In fact, despite your having said this to your partner, it’s unlikely you really even believe it yourself. But even saying this may have several bad effects. First, having told your partner this is bound to make them trust you less. Second, it will make your partner more up-tight and probably make an even worse serve or double fault more likely. Third, it prevents you from finding out what might really be going on. For some odd reason, even though you know in your heart that it is not a likely explanation, the mere having of the thought (and even more so telling your partner) actually makes it less likely that you will try to find more reasonable interpretations. Fourth, it keeps you from working with your partner to find a solution. Other (and, in this case, much more likely partial explanations) include:

Your partner wants to avoid having you hit at the net so badly that they keep trying to hit an ace on their first serve.
Your partner wants to avoid a double fault at all costs so “powder puffs” their second serve.
Your partner has a sore shoulder.
Your partner thinks your opponents like pace and that a slow serve will throw off their timing.
Your partner thinks your opponents are overhitting the returns of their second serves and that the balls would fly way long if you would just duck or get out of the way.
Your partner knows that you want to improve your net game and thinks you will enjoy the challenge of hard hit balls and eventually improve your net game.
Your partner is really being bothered by the sun right now and is finding serving very difficult because, no matter how they try their toss is right in the sun.
Your partner knows that you want both of you to be at net as soon as possible and is therefore concentrating to hard on rushing the net that they are not paying enough attention to first finishing the service motion itself before charging to the net.

In this tennis example, imagining your partner wants to kill you does not suggest any appropriate action to fix the problem. Possible actions that might help you win the tennis match could include getting your partner to hit a slightly less aggressive first serve and a slightly more aggressive second serve, making sure that they know that even thought it’s obviously not desirable to double fault, it’s not the world’s greatest sin either; asking your partner if they are okay physically and if not, coming up with a different plan; playing back on the second serve; moving more at the net to distract your opponents during the return; lending your partner your sun glasses; playing Australian (squatting near the center of the court and signaling your partner which way you will go right before they serve); making sure that your own serve is as different as possible from your partner’s serve thereby making both your serve and theirs more difficult to return; at the outset of the next set, test out more carefully which of you should be serving into the sun.

4. Although generally conceived of as a useful “best practice” in teams or groups, this “rule” can also be applied when it comes to problem solving in general. In particular, it could be particularly useful when resolving issues among two different groups, tribes, companies, or countries. While you pretty much know that the idea your tennis partner is trying to kill you is silly, if you’re part of a group of people who repeat such preposterous stories to each other enough, you will strongly come to believe such stories as the only possible explanation. Thus, a negotiator may try to bring about peace, or at least a ceasefire, between two warring parties, A and B. A thinks to themselves, “OK, I’ll sit down and talk but I know damned well B’s real purpose is to destroy me.” Meanwhile, of course, B is thinking, “OK, I’ll sit down and talk, but I know damned well A’s real purpose is to destroy me.” Ideally, you would like each side to consider the Iroquois Rule of Six. In fact, although this will be discussed in much more detail later, the very fact that they both distrust each other so much could be the initial starting point for finding common ground. Perhaps applying the Iroquois Rule of Six is something they could work on together. They might agree that there could be other motivations for X to fight Y aside from X trying to destroy Y and vice versa.

5. In a workshop I co-organized on “Cross-Cultural Issues in Human Computer Interaction,” we used a card game called Barnga (http://www.acadiau.ca/~dreid/games/Game_descriptions/Barnga1.htm)

In this game, much like Bridge, Whist, Eucher, people play a card in turn face up and the one with the “highest” card wins that “trick” (those four cards). The participants are shown a brief description of the game but not allowed to talk (to simulate the difficulties of cross-cultural communication). This is meant for groups of at least 12 in which case you would divide the 12 into 3 tables of four each. Each table plays for awhile and then the winners and losers move respectively “up” or “down” one table. So far, the participants at each table have been playing by the same set of rules. However, the three tables have three different sets of rules. For instance, at one table there is no trump. At another table spades are trump. (The 2 of a trump card beats any non-trump card). At another table, aces are the lowest car in the deck rather than the highest. Now, people who have learned and operated under different sets of rules try to play together. Well, of course, two people will both reach for the same “trick.”

What is interesting in the context of the Iroquois Rule of Six is that people almost always had one of two first thoughts: “What is wrong with that person? They’re so stupid!” or “What is wrong with that person? They’re such a cheater!” Remember, that these were people who had come together from around the world precisely to talk about cross-cultural issues! And, yet, not only was their first interpretation wrong, it impugned the other as being evil or incompetent. Most people from every culture do follow the rules of that culture. Rules often differ from culture to culture. Thinking about the Iroquois Rule of Six may help you remember that.

OLYMPUS DIGITAL CAMERA

Resulting Context:

Generally speaking, the application of the Iroquois Rule of Six will tend to greatly lessen the chances that teamwork will be disrupted by bad feelings. In addition, if one takes the time to consider and gain evidence about alternative hypotheses, one will learn more about others and base decisions on fact rather than fantasy. Having a wide range of hypotheses, even when it is difficult to gather enough evidence to prove conclusively which one is correct, will greatly widen the scope of consideration of various solutions. In adversarial situations, the Iroquois Rule of Six might at least move people to consider bargaining on the basis of actual needs and desires rather than pre-established positions based on misinterpretations of another groups motives.

Of course, I do not mean to suggest that all conflicts are based on misperceptions of someone else’s motives. In some situations, a finite resource may be in contention by multiple parties. (Even here, it’s possible for the three to agree on a scheme of determination; e.g., rotation, lottery, third-party adjudication, etc.).

Rationale:

Actions are always better based on reality than on fantasy. Yet, humans often latch onto a particular interpretation of events very quickly and with insufficient data. The Iroquois Rule of Six reminds people to generate alternative hypotheses and gather evidence before acting.

Related Patterns:

Reality Check, Check-In.

Known Uses:

Science often approximates doing business in a similar spirit. Scientists are subject to the same sort of “jumping to conclusions” as is everyone else. During their training however, mentors, colleagues, students, professors, and journal editors will constantly be asking the fledgeling scientist to consider various other hypotheses and not simply be satisfied with the first one that pops into mind. In addition, the scientist will be shown how to find evidence capable of disproving their hypothesis.

In Rational-Emotive Therapy, the therapist often tries to get the client to consider alternatives and consequences. Among the alternatives that need most to be encouraged are attributions about other people’s motives.

In Gerri Spence’s highly recommended book, How to argue and win every time, he suggests that when someone in your family is angry with you, rather than getting angry back, instead, you “follow the hurt.” Try to discover what is hurting them. This is not precisely the same idea as The Iroquois Rule of Six, but it seems a cousin. Your initial reaction to anger is often anger. Along with that emotion typically goes some negative attribution about the other person; e.g., “What an A-Hole!” “You’re such an idiot!” “I didn’t put your sweater back? Yeah? How about the time you wrecked my bike?” Rather than sticking with these first impressions, try to uncover what’s really going on. By focusing on the real problem, rather than being blinded by your own emotional reaction, you’ll be more likely to work on a team to solve the underlying problem.

Metaphors:

The strongest metaphor that leaps to mind is life itself. No form of life continues to make unaltered copies of itself forever. There is always variation in the next generation. Life never “sticks” to only one hypothesis.

The second metaphor is human learning. Although it’s annoying that I cannot ever seem to “perfect” my tennis stroke, by the same token, human motor behavior always has some “variation” in it. As we learn to gain more and more skill, we tend to keep those variations that are better. (There are limitations to this approach, but in the current context, the point is that we are not robots and never stick to precisely one way of doing things).

References:

Spence, G. (1995). How to Argue and Win Every Time: At home, at work, in court, everywhere, every day. New York: St. Martin’s Press.

Underwood, P. (1993). The Walking People: An American Oral History. San Anselmo, CA: Tribe of Two Press.

Underwood, P. (1994). Three Strands in the Braid: A Guide for Enablers of Learning. San Anselmo, CA: Tribe of Two Press.

Other Links:

The Primacy Effect & the Destroyer’s Advantage

Wednesday

Tools of Thought: Many Paths

The Winning Weekend Warrior focuses on the mental game for all sports using examples from tennis, golf, baseball, and other sports. It covers self-talk, imagery, mental practice, strategy, tactics, & sportsmanship. http://tinyurl.com/ng2heq3

Turing’s Nightmares explores the implications and ethics of Artificial Intelligence through fictional short stories. http://tinyurl.com/hz6dg2d

Fit in Bits shows many ways to put more fun, variety, & exercise into daily chores and habits to help with strength, flexibility, fitness, and balance. http://tinyurl.com/h6c7fce

Tales from an American Childhood recounts early experiences mainly in the American Midwest in the 1950’s and relates them to contemporary issues and events. https://tinyurl.com/y9ajvz9j

Dream Planet. Where do you run when the whole world is crumbling under the weight of human folly? When the lethal Conformers invade 22nd century Pittsburgh, escape becomes the top priority for lovebird scavengers Alex and Eva.

https://www.barnesandnoble.com/w/dream-planet-david-thomas/1148566558

“Who Speaks for Wolf?”

18 Sunday Oct 2026

Posted by petersironwood in America, psychology, Uncategorized

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Business, change-management, collaboration, cooperation, Democracy, Design, development, Dictatorship, education, environment, family, imperialism, innovation, leadership, learning, life, management, marketing, Native American, Pattern, pattern language, politics, social media, teamwork, writing

This is the first of many socio-technical “Patterns” in a socio-technical Pattern Language meant to encapsulate best practices for collaboration and coordination. The common “parts” of every Pattern are displayed below in bold. A brief discussion follows the Pattern.

Who Speaks for Wolf?

Author, reviewer and revision dates:

Created by John C. Thomas on December 17, 2001

A shorter version is included in Liberating Voices by Douglas Schuler.

A longer version was published as an IBM Research Report, 2002.

Reviewed by <John C. Thomas> on <January 9, 2018>

Revised by <John C. Thomas> on <January 9, 2018>

Revised by <John C. Thomas> on <October 18, 2026>

Synonyms

Engage all the Stakeholders
Listen to the Voices of the Unheard

Abstract:

A lot of effort and thought goes into decision making and design. Nonetheless, it is often the case that bad decisions are made and bad designs conceived and implemented primarily because some critical and relevant perspective has not been brought to bear. This is especially likely to be true if the relevant perspective is that of a stakeholder in the outcome. Therefore, make sure that every relevant stakeholder’s perspective is brought to bear early.

Problem:

Problem solving or design that proceeds down the wrong path can be costly or impossible to correct later. As the inconvenience and cost of a major change in direction mount, cognitive dissonance makes it likely that the new information will be ignored or devalued so that continuance along the wrong path becomes ever more likely.

Context:

Complex problems such as the construction of new social institutions or the design of complex interactive systems require that a multitude of viewpoints be brought to bear. Unfortunately, this is all too often not the case. One group builds a “solution” for another group without fully understanding the culture, the user needs, the extreme cases, and so on. The result is often a “system” whether technical or social, that creates as many problems as it solves.

The inspiration for this pattern comes from a Native American story transcribed into English by Paula Underwood, the designated storyteller for her branch of the Iroquois.

In brief, the story goes as follows. The tribe had as one of its members, a man who took it upon himself to learn all that he could about wolves. He became such an expert, that his fellow tribespeople called him “Wolf.” While Wolf and several other braves were out on a long hunting expedition, it became clear to the tribe that they would have to move to a new location. After various reconnaissance missions, a new site was selected and the tribe moved to the new location.

Shortly thereafter, it became clear that a mistake had been made. The new location was in the middle of the spring breeding ground of the wolves. The wolves were threatening the children and stealing the drying meat. Now, the tribe was faced with a hard decision. Should they move again? Should they post guards around the clock? Or, should they destroy the wolves? And, did they even want to be the sort of people who would kill off another species for their own convenience?

At last it was decided they would move to yet another new location. But as was their custom, they also asked themselves, “What did we learn from this? How can we prevent making such a mistake in the future.” Someone said, “If Wolf would have been at our first council meeting, he would have prevented this mistake.”

“True enough,” they all agreed. “Therefore, from now on, whenever we meet to make a decision, we shall ask ourselves, ‘Who speaks for Wolf?’ to remind us that someone must be capable and delegated to bring to bear the knowledge of any missing stakeholders.

Forces:

Gaps in requirements are most cheaply repaired early in the development of a product, service, or solution; it is important for this and for reasons of acceptance by all parties that all stakeholders have a say throughout any development or change process. Listening to all stakeholders is also the ethical thing to do.

Logistical difficulties make the representation of all stakeholder groups at every meeting difficult.

A new social institution or design will be both better in quality and more easily accepted if all relevant parties have input. Once a wrong path is chosen, both social forces and individual cognitive dissonance make it difficult to begin over, change direction or retrace steps.

Solution:

Provide a way to remind everyone of stakeholders who are not present. These could be procedural (certain Native Americans always ask, “Who Speaks for Wolf” to remind them) or visual or auditory with technological support.

Examples:

In “A behavioral analysis of the Hobbit-Orcs problem,” I discovered that people find it difficult to solve a simple puzzle because it appears that they must “undo” progress that has already been made.

As a positive case, some groups make it a practice to “check in” at the beginning of any meeting to see whether any group members have an issue that they would like to have discussed. In “User Centered Design”, and “Contextual Design” methodologies, an attempt is made to get input from the intended users of the system early on in the design process.

In a negative case, we developed a system to help automate “intercept calls” for a telecommunications company. We tested the end users to make sure it was workable. When we went to install the system, however, we learned that the folks in charge of central offices, would not allow our software to be installed until we provided documentation in the same format that they were used to from AT&T. So, we redid all the documentation to put it into the AT&T format. At that point, however, our lawyers informed us that the AT&T format was “copyrighted” so we could not simply use it. In this case, although many stakeholders were consulted, we had left out two important constituencies. (Eventually, the system was deployed — the first in the US that incorporated speech recognition into an application on the Public Service Network).

A more infamous and egregious case is the so-called DOGE project (“Department Of Government Efficiency) which redesigned many important government functions without any attempt whatsoever to understand how that function operated. Neither the experts within that function nor the stakeholders in the public were consulted. As a result the gigantic promised savings never materialized and many people who relied on the government service were harmed along with long-time government employees.

Resulting Context:

When every stakeholder’s views are taken into account, the solution will be improved in quality and in addition, there will be less resistance to implementing the solution.

Rationale:

Much of the failure of “process re-engineering” can be attributed to the fact that “models” of the “is” process were developed based on some executive’s notion of how things were done rather than a study of how they were actually done or asking the people who actually did the work how they were done. A “should be” process was designed to be a more efficient version of the “is” process and then implementation was pushed down on workers. However, since the original “is” model was not based on reality, the “more efficient” solution often left out vital elements.

Technological and sociological “imperialism” provide many additional examples where the input of all the stakeholders is not taken into account. Of course, much of the history of the US government’s treatment of the Native Americans was an avoidance of truly including all the stakeholders.

A challenge in applying the “Who Speaks for Wolf” pattern is to judge honestly and correctly whether, indeed, someone does have the knowledge and delegation to “speak for Wolf.” If such a person is not present, we may do well to put off design or decision until such a person, or better, “Wolf” can be present.

Related Patterns:

Radical Co-location (Provided all stakeholders are physically present in the radical co-location, this tends to insure that their input will be given at appropriate times).

Known Uses:

As a variant of this, a prototype creativity tool was created at IBM Watson Research Center. The idea was to have a virtual “Board of Directors” consisting of famous people. When you have a problem to solve, you are supposed to be reminded of, and think about, how various people would approach this problem. Ask yourself, “What would Einstein have said?” “How would Gandhi have approached this problem?” And so on. The original prototype consisted of simple animations. Today’s technology would allow one to develop a raft of chat-bots instead.

References:

Thomas, J. C. (1974). An analysis of behavior in the hobbits-orcs problem. Cognitive Psychology, 6(2), 257-269.

Thomas, J.C. (1996). The long-term social implications of new information technology. In R. Dholakia, N. Mundorf, & N. Dholakia (Eds.), New Infotainment Technologies in the Home: Demand Side Perspectives. Hillsdale, New Jersey: Lawrence Erlbaum.

Thomas, J.C., Lee, A., & Danis, C (2002). “Who Speaks for Wolf?” IBM Research Report, RC-22644. Yorktown Heights, NY: IBM Corporation.

Thomas, J.C. (2003), Social aspects of gerontechnology. In Impact of technology on successful aging N. Charness & K. Warner Schaie (Eds.). New York: Springer.

Underwood, Paula. (1983). Who speaks for Wolf: A Native American Learning Story. Georgetown TX (now San Anselmo, CA): A Tribe of Two Press.

Discussion.

I have personally found this pattern to be extremely useful in a variety of social and business situations. In some ways, it seems like “common sense” to get the input of everyone touched by a decision. But we live in a very “hurried” society as I earlier examined in the Blog Post “Too Much.” I’ve seen many projects hurried through design and development without taking a sufficient look at the possible implications for various stakeholders. There is currently what I consider a very reasonable concern over what the impact of AI will be. But other technologies on the horizon such as biotechnology and nanotechnology also need the input of various stakeholders. As we examined in a whole series of blog posts in the fall of 2017, social media have had huge unintended (and negative) consequences.

I’ve also been involved in “cross-cultural issues” in Human-Computer Interaction (HCI) and in how HCI impacts people and societies in other cultures. Even relatively simple technologies like dishwashers, microwaves, and cars often have considerable unanticipated social consequences. It is not only the “fair” thing to involve everyone who will be seriously impacted; it will ultimately result in faster progress with less strife.

I’m very interested in other people’s experiences relevant to this Pattern.

Since originally publishing this Pattern, we have experience the farce of “DOGE” which really should stand for: “Destruction Of Government Effectiveness” in which a self-centered billionaire using inexperienced hackers purported to improve “efficiency” without even a cursory attempt to identify relevant stakeholders and experts.

“Turing’s Nightmares” – scenarios of possible AI futures.

Destroying Our Government’s Effectiveness

Increased E-fishiness in Government

Increased E-fishiness comes to Mass General Hospital

Process Re-engineering

Destroying Natural Intelligence

Hanging Chads

12 Monday Oct 2026

Posted by petersironwood in family, fiction, leadership, love, psychology, story

≈ 1 Comment

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family, fathers, fiction, football, life, love, music, sons, story, truth, writing

Chad would never have become a concert pianist.

Photo by Biekir Litovchenko on Pexels.com

He could have become a decent amateur and had a ton of fun. He could have been the one to accompany his high school classmates who were blessed with better singing voices than his own. He could have been the one that helped the church group of carolers practice so that the majority were singing something close enough to melodies that they would brighten someone’s evening on Wisconsin yuletide evenings. He might have even switched to a synthesizer and been part of a local garage band.

Chad had a decent ear, and pretty good coordination, but not much patience. He would never have become a concert pianist. But he might have had more fun with music that he did with football.

Chad’s dad Chad (Senior) had never let him find out. Chad’s dad Chad had played high school football. He had barely made the varsity squad and never started the game. He came in to sub a few times late in the game when the outcome was no longer in doubt. Over the passage of time and attendant years, tears, and beers, when Chad (Senior) had replayed these games, his role in them grew considerably. He watered his lies with repetition and beer, later supplemented with a shot of Jack Daniels. Or two. Or three.

When Chad (Junior) was born, Chad (Senior) was understandably proud and pleased that he had had a son. While his wife Claire took care of the cooking, cleaning, diaper changes and such, Chad (Senior) began the long process of teaching his son to be a pro footballer. His first present to Chad Junior was not a mobile or a cloth book, but a small, blue rubber football. Chad Senior saw in Chad Junior a chance to fulfill his own dreams of being a star.

As the years went on, he enrolled Chad Junior in various programs to teach football. Chad Junior was a decent catcher and a pretty fast runner. Whereas Chad Senior had neither of those advantages, he had grown up to be large and muscular. Even as a Freshmen, the head football coach at Big Bluff High had thought, Now there’s a hunk of meat to beef up our line! Chad Senior had the body of an offensive lineman, but he could not seem to memorize and then enact the plays. An even worse problem was that he couldn’t seem to control his anger and direct it at solely at the players on the opposing team. He got plenty angry during play, but it was anyone’s guess where that anger would be directed. The coach couldn’t predict and neither could Chad Senior. He quickly became a decent blocker, but couldn’t resist grabbing any defensive player he could reach. Worse, he never got the hang of hiding his illegal holding. It was always so outrageously obvious that he invariably incurred a penalty. When that happened, he loudly blamed the officials, his coach, and his teammates.

The coach tried switching him to defense, but that didn’t work out any better. He couldn’t memorize offensive plays but he had an uncanny knack for running after and tackling someone who did not have the ball. His impatience and low tolerance for frustration made him a much less desirable footballer than his six foot three, two hundred and fifty pound frame promised. But it was in the classroom where Chad Senior’s anger and impatience hurt him even more. His idea of studying was to twist the arms of his classmates till he got the answers to homework assignments and then guess when it came to exams. His on field behavior led to his being benched most of his Sophomore and Junior Year. But by the time his Senior year rolled around, he lost his eligibility and didn’t play at all.

So, when Chad Senior asked Chad Junior how Freshman football tryouts were going and Chad Junior replied that he was doing okay but that he’d rather join the band and learn how to play the piano instead, Chad Senior felt betrayed by life itself. Circuits buzzed and crackled in his brain. What the F—- was the point of having a F—ing kid and teaching them to play F—-ing football if the F—-ing kid didn’t even want to play? That’s what Chad Senior’s subconscious was screaming though Chad Senior didn’t hear that scream out loud. It was drowned out by his vocal chords screaming at his only son.

“No son of mine is going to be a homo! No possible way! You’re playing football and no way are you playing some sissy music instrument and especially not the piano!”

Chad Junior frowned. He thought: What does playing music have to do with sexual orientation? But he had long ago learned not to question Dad Chad’s thought trains which generally resembled, not trains speeding a long a track so much as squirrels stoned on cocaine and hash jerking all over the highway so randomly one couldn’t tell whether they were desperately trying to throw themselves beneath the spinning black wheels of death or desperately trying to avoid those wheels of death. In any case, Chad Junior felt his heart sink.

It wasn’t that Chad Junior had had his heart set on a career in music. It was more that he had his heart set on getting to know Jennifer Banning better. Jennifer of the long blond hair and endless blue kaleidoscopic eyes loved music. When their music teacher, Mister Thomas, played music, Jennifer invariably closed her eyes. This gave Chad a chance to pretend to close his eyes too. Jennifer seemed to be watching a light show or fireworks display in her own brain. Chad, in turn, watched Jennifer which, to him, was better than a drone show, a fireworks display, and a magic show combined.

Chad Junior had planned to become a good piano player mainly to impress Jennifer and to spend another hour a day in band practice with her. Speaking of practice, Junior had spent many hours learning to keep his face expressionless during lectures. It didn’t prevent all beatings but it minimized them. While Chad Senior droned on about the ever-more epic fantasy of his “spectacular” football career and harangued Chad Junior about this, that, and Jesus and the importance of being somebody and making money and learning how to be a man, by God, Chad Junior practiced mental arithmetic. He began with two, doubled it to four, doubled that to eight and so on. He played a little contest with himself to see how far he could get before some deeply hidden circuit breaker in Chad Senior’s brainstem at last turned off the flow of norepinephrine in time to prevent a stroke or heart attack.

At last, Chad Senior’s arpeggios of anger ended. “Well, Junior? What do you have to say for yourself?!”

Junior had just begun to double 4,294,967,296 when he realized it was his turn to say something. “I never thought of it that way, Dad. Thanks.” When he heard himself, it sounded so insincere and so pat that he feared it might actually trigger another outburst of verbal or physical abuse. But Dad Chad took it all at face value. He took most things at face value because digging deeper took too much patience.

“Listen, Junior, trust me, football’s a lot more fun than music, for Christ’s sake. You’ll thank me later. You’ll see. Chicks dig footballers. You need to get more meat on your bones though. Weight training. That’s what you need.”

“Gee, Dad. Coach Andrews told me almost the same thing in history class last year. I guess you’re right.”

Chad Junior had first become interested in powers when, as a third grader, he happened upon a book called something like “Powers of Ten” and it zoomed from a woman getting a tan out to the edges of the universe and in to the innermost workings of the atom. A few years later, as he was learning chess, he happened to hear a story about a rich King who was cured of “ague” whatever that was by one of his Court Jesters and as a reward, he offered to give the Jester anything at all. The Court Jester said, “I am but a poor man and my tastes are simple. If you could simply give me rice that I can share with my family, that would be more than enough. How about this: Tomorrow give me one grain of rice on this first square of the chessboard. On the day after, two grains on the next square and so on, doubling the number each time.”

The King had thought the Court Jester was indeed a fool to settle for something so cheap and simple. And, for the first week, everything went fine, but soon the King was scrambling to meet the requirement. He arranged to have the Court Jester slip and fall off the castle wall long before his kingdom was destroyed.

Chad Junior had learned many lessons from this one story. First, he learned that Kings can be stupidly short-sighted. Second, he learned the power of doubling. Third, he learned that greed can get you killed. Fourth, he learned that sometimes, when everything looked bleak, violence could solve your problem. He stored these learnings away and only occasionally brought one off the shelf to ponder it more closely.

Chad Junior joined the football team, lifted weights, and found that Dad Chad was right about one thing, Girls really did go for the football team. Many did. Not Jennifer though. Not Jennifer. Who knows whether things might have turned out differently if Chad Junior had studied piano and had years of band practice with Jennifer. Perhaps. Perhaps not. We’ll never really know.

Photo by u0412u043bu0430u0434u0438u043cu0438u0440 u0412u044bu0441u043eu0446u043au0438u0439 on Pexels.com

But Chad Junior compulsively played one game of “What If” after the other. His addictions reinforced each other and grew harder to shake. The addictions were no longer his addictions. Rather the addictions owned him. The idea began as a small poppy seed of hope, of life, of taking control in his otherwise dark, cheerless, choiceless world. The idea grew to a plan and then a small set of plans. Then a network of plans. Along with the exponential growth of these plans, so too, his motivation to carry them out also doubled and redoubled. He dusted off Internet memes and the morals of the many stories he had read such as the King with a rice problem.

Chad Junior had not originally planned to join Dad Chad, but “The Plan” had developed a life-force of its own; one that owned Chad Junior.

Both inquests officially concluded death by suicide.

Half right is perhaps the best we can hope for. After all, even Ted Williams didn’t bat .500

——————-

Turing’s Nightmares explores the implications and ethics of Artificial Intelligence through fictional short stories. http://tinyurl.com/hz6dg2d

Fit in Bits shows many ways to put more fun, variety, & exercise into daily chores and habits to help with strength, flexibility, fitness, and balance. http://tinyurl.com/h6c7fce

Tales from an American Childhood recounts early experiences mainly in the American Midwest in the 1950’s and relates them to contemporary issues and events. https://tinyurl.com/y9ajvz9j

https://www.barnesandnoble.com/w/dream-planet-david-thomas/1148566558

The Walkabout Diaries

Travels with Sadie

The First Ring of Empathy

How the Nightingale Learned to Sing

Math Class: Who are You?

Small Steps

And there were Signs All Along the Way

Somewhere a Bird Cries

Fish have no Word for Water

Imagine All the People…

Roar, Ocean, Roar!

The Dance of Billions

There were Signs All Along the Way

10 Saturday Oct 2026

Posted by petersironwood in America, apocalypse, leadership, management, poetry, politics, psychology

≈ 1 Comment

Tags

books, Democracy, Dictatorship, history, life, poem, poetry, politics, Resist, truth, USA, writing

Signs?

Oh, sure, there were signs.

There were signs.

There were signs all along the way.

Some were pine, simple, hand-made.

Easy enough to turn your head away.

Some were metal, etched, revealed.

Easy enough to keep your eyes concealed.

Some were neon, flashing, and a mile high.

Easy enough to shrug and sigh.

And many when the cancer killed

Felt their worst fears stilled

They had not been victim; not right away

And so it seemed it well might stay that way.

But no-one’s safe in criminality’s dictator$hit

Death’s the very goal of that dark and dangerous pit.

Self-hating, race-baiting, inflating orange clown

Claims a golden glowing crumbling crown.

“If only we had known…”

But there were signs.

There were signs.

There were signs all along the way.

Turing’s Nightmares explores the implications and ethics of Artificial Intelligence through fictional short stories. http://tinyurl.com/hz6dg2d

Fit in Bits shows many ways to put more fun, variety, & exercise into daily chores and habits to help with strength, flexibility, fitness, and balance. http://tinyurl.com/h6c7fce

Tales from an American Childhood recounts early experiences mainly in the American Midwest in the 1950’s and relates them to contemporary issues and events. https://tinyurl.com/y9ajvz9j

https://www.barnesandnoble.com/w/dream-planet-david-thomas/1148566558

Somewhere a Bird Cries

The After Times

After All

Plans for US; some GRUesome

Dick-Taters

Fish have no Word for Water

Guernica

We Won the War! We Won the War!

The Orange Man

The Truth Train

The Ailing King of Agitate

Roar, Ocean, Roar!

The Dance of Billions

What Could Be Better: A Horror Story

09 Friday Oct 2026

Posted by petersironwood in Uncategorized, psychology, America, story, politics

≈ Leave a comment

Tags

ethics, fable, fantasy, fiction, greed, halloween, horror, karma, Science fiction, short story, story, writing

In anticipation of Halloween, here is a kind of horror story. I might not recommend it for kids under 12 although I remember being fascinated by this stuff. I saw the movie THEM! about giant ants when I was about nine. Wow! But anyway, a few stories to tingle the spine and — who knows — maybe even stir the soul or at least cause the mind to consider the idea of Karma, not as a mystical thing that other people happen to believe in despite having no scientific experiments to back it up. But Karma isn’t like “The Tooth Fairy” or “Santa Claus” or whatever your favorite mythical character is. No, Karma is quite real once you accept the reality that everything is interconnected. Misdeeds always have negative consequences. You might be able to wriggle away before the hammer comes down, or maybe not. But even if you escape the momentary blow-back, you have propagated evil into a universe; the universe you live in. Sometimes, it’s much more local than that. You’ve hurt the planet you live on, or the country you live in, or your neighborhood, or your family. You can lie about it, but that simply multiplies the evil. Anyway, on to the story…

photo of man walking surrounded with pumpkins

Photo by Connor Danylenko on Pexels.com

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What Could Be Better?! A Horror Story

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Karmic Decisions, Gamma Section, Milky Way Division, Department 78776-G-164c, Species – Human; Sub-species Greedypigs.

“I’m here to do what?” screamed Joe. “This can’t be real.”

“What? What do you mean ‘what?’ You never heard of Karma while you were a —- let me see — oh, yes, here it is — ‘an earthling’, is the expression you use. So, when you were an earthling…excuse me, I don’t mean to laugh, but in our language it’s a commonly used synonym for ‘Greed-Meister.’ And, here you are waiting for an assignment based primarily on your being of the subspecies, Greedypigs. You get it? No, you don’t get it. You’re greedy.”

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“Well, that doesn’t sound so bad to me,” piped up Joe. “No Siree. Many of us on earth, most of us, I suppose, are downright greedy. Nothing wrong with that! That’s what put a man on the moon. And what cured polio and all sorts of good stuff.”

The giant Worblastic Filtermeister tilted one of his heads to the left and one to the right. He regarded the earthling, also known as Joe, with a quizzical dozen eyes. “I’m no expert on earth species and culture and so on. So many galaxies; so many planets and frankly the vast majority are more interesting than the Greed Cancer that destroyed earth. But as to greed, I have a question for you: How many billions do you think Jonas Salk made on the polio vaccine?”

“I don’t know. I’m not much good at trivia. Can we get on to my assignment? Time is money, they say. And, I did make a lot of money on earth. I’m already at the top of the pyramid of earth species so … what’s next?” Joe, the earthling, shrugged his dual shoulders and scanned the eyes before him. It was weird trying to make eye-contact with a twelve-eyed being. “Do I get to be CEO of a major multinational? Or are we going all the way to a God or something?”

“You think earthlings are the top species? Oh, Lord, there are so many misconceptions in that. Oh, my. My oh my,” said the Filtermeister. “I thought we could chat a bit, but you are in a hurry.”

When you watch another earthling roll their eyes, it can be mildly disorientating. But when the eyes rolling in front of you are each as large as a basketball and there are twelve of them going in various directions — ! For Joe, it was nauseating. He could not watch. He just had to look down at his feet. His shoes looked despicably dirty. Where had he been? Wait. It isn’t just the shoes. What the hell is going on here, he thought. He felt as though he were shrinking. He yelled out, “Where am I going? Am I a god now? I’d be good at that! I tell people what to do all the time. Isn’t that the essence of a god? To be the boss?” As Joe spoke, he tried to yell louder and louder, but his voice continued to weaken and whine up to a higher pitch. At last, he couldn’t even recognize his own voice. It sounded teeny and … metallic.

Joe had a sudden urge to dig a hole. He had no idea why, but he did; the urge was powerful. He began to look around for a shovel but saw only a forest of giant grasses all about him. He was surrounded by smells he barely recognized. Grass. Yes, but what was that one? Snail? And ant trail? And, oh, Joe thought that swallowtail caterpillar smells delicious! From far above, there was thunder. Or, no, it was a voice. The Filtermeister! For a moment Joe recalled, he had been an earthling talking with a Filtermeister, a Filtermeister who would decide his next ‘gig’ as he put it. What is he saying?

“Nothing! No billions at all,” thundered the Worblastic Filtermeister. “Do you really think everyone who worked on the Space Program worked as hard and as long as they did just to make money?”

Joe heard these sounds and each of the sounds echoed to a meaning. But these meanings were far away. Far, far away like church bells two towns over which required a bitter cold day and favorable wind and even then you weren’t sure you really heard them. And what did they have to do with the business at hand, which was to dig a hole and pronto.

He fretted: And I have no shovel! But wait! What’s a shovel? Joe glanced toward his feet and saw that all of them had built-in shovels. How cool! I am amazing! And, though I may be tiny, I am strong as steel! OMG! In a flash it seemed, a nice cool dark cavity had appeared, carved out by the — by me! My ancestors. They gave me these legs. Cool! Nice work. But, I need a door!

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Soon, Joe lay still at the bottom of his small hidie-hole and waited. Good God, have I ever been this hungry before? For a moment, Joe remembered again the Filtermeister. Oh, yes, he had been given this wonderful life because he had been such a good human. Good karma. I told him I was greedy and so I am. It feels quite natural for me. I will eat that entire caterpillar! I deserve this life of luxury! Wait! Wait! I hear it coming! He tore open the shutters and threw up the sash, as it were. In a split second he had sunk his giant fangs into the side of the caterpillar. Oh, my GOD this is delicious. Somehow, it’s even more fun because of all the squirming! What is that? Some ebony-winged beast is trying to steal my caterpillar. “Leave it alone! It’s mine! I got here first! I don’t need to share my kill with anyone!”

Too late, Joe realized that the beasts goal was not to steal the caterpillar but to hurt him. That’s not much of a sting, he thought. Wait till I get my mandibles on her. Joe slung his body forward like a catapult — except — nothing happened! He tried to wave his frontmost arms. Nothing! What strange magic was this? It seemed like such a minor wound. Joe tried every muscle in his body but couldn’t move a thing.

She took a strong stance, put two legs shamelessly on his side and flipped him over on his back. Now, the bastard was getting ready to sting me again, thought Joe. He steeled himself. OW! That hurt worse than the first one. Another! Oh, god. This went on for some time. At last, that sorry chapter in his life was over. She stopped stinging. She looked quizzically at him, compound eyes to compound eyes. She ran her forelegs over her mandibles and licked them suggestively. She began buzzing her wings. She arose like an angel of death.

Hopefully, the poison will wear off soon, Joe thought, and I’ll go back to eating those luscious caterpillars. Out of nowhere, this ran through Joe’s mind: I survived the crash of 2008 and I’ll survive this. What on earth does that even mean, he thought, but it made him feel better for a few days. He kept telling himself that the paralysis would wear off. Every few minutes, he would find himself thinking that this would be the minute when he recovered. But it wasn’t. And each moment, he forgot that he had had his hopes up the previous moment. For a solid week, he convinced himself that he’d look back to those painful stings as the worst part of a very long and happy life.

Then — they hatched. All of them. Within minutes of each other. They were greedy. Oh, yes, they were greedy.

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Sadly, the stinging definitely wasn’t the worst part of Joe’s life. Not by quite a bit, in fact. The mysterious flying lady with the whirring wings had not meant to hurt him with her stings. She was merely depositing her eggs inside his body. When they hatched, they began to devour him from the inside out, carefully avoiding the truly vital organs that would end his life. For it was fresh, living flesh that they greedily desired. Every pain fiber in his body screamed nonstop. The poison kept his limbs completely still. But the poison did nothing to mute the constant scream of his pain. Joe could only scream the one word: GREED! Endlessly.

Joe looked back on those painful stings as the best part of a very long and excruciating life. He tried to call back the winged terror. “Please, he wanted to say. Sting me again. Anything’s better than this.” But Joe couldn’t talk. He couldn’t move at all. And the wasp wouldn’t have been interested.

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Author Page on Amazon

The link below is to a work of “pure fiction” however — the protagonists and their “back stories” are true. This is a story that takes place in a nearby but parallel universe.

https://petersironwood.wordpress.com/2017/07/28/if-only/

Turing’s Nightmares explores the implications and ethics of Artificial Intelligence through fictional short stories. http://tinyurl.com/hz6dg2d

Fit in Bits shows many ways to put more fun, variety, & exercise into daily chores and habits to help with strength, flexibility, fitness, and balance. http://tinyurl.com/h6c7fce

Tales from an American Childhood recounts early experiences mainly in the American Midwest in the 1950’s and relates them to contemporary issues and events. https://tinyurl.com/y9ajvz9j

https://www.barnesandnoble.com/w/dream-planet-david-thomas/1148566558

Karmic Architecture II

08 Thursday Oct 2026

Posted by petersironwood in America, design rationale, essay, family, leadership, love, management, nature, politics, psychology, Uncategorized

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Democracy, Dictatorship, essay, government, humanity, karma, leadership, life, love, management, mental-health, peace, truth, Ukraine, USA, war, writing

You and I and King Cobra and Queen Anne’s Lace and every other living thing on earth are small and temporary little leaves on the ancient (4.5 billion years and counting), vast, and diverse Tree of Life. Typically, you know a lot more about the neighborhood surrounding your little leaf than you do about mine and vice versa. Yet, I may discover things that are of use to you. And, you may discover things that are of use to me. So, humans, have one gift that is valuable above all others.

But before we explore what that valuable gift is, let me ask you a question about how you would react to a hypothetical.

Suppose you were so poor that you barely had enough to eat, no clothes to wear, a small damp cave for shelter. You were cold in the winter and hot in the summer. Now, suppose I gave you a magic ring that changed all that. If you wear this ring — voila! — you now have clean water and sufficient food and plenty of clothes and a house that really shelters you from the extremes of the environment. In return, you must wear the magic ring at all times. If you remove the ring, your life reverts immediately.

How tempted would you be to throw that magic ring in the toilet?

Yet, that is precisely what many people do.

And, if a sufficient number of people throw away the ring, everyone will essentially live the life of a beast.

That “magic” ring is, like most rings, circular. It represents the whole of humanity. It represents the family. It represents a club, a marriage, a lodge, a company, a church, a school, a class, a group of friends. It represents our respect for each other as human beings. It represents our ability to communicate with each other.

You could call that ring love and I wouldn’t object. It need not be imbued with so much positivity that people feel love. But it must be overall positive. It represents truth. It represents empathy. Love is strong and it can overcome both a few misdeeds by everyone and many misdeeds by a few. But if lies become more commonplace than truths, civilization will run downhill and eventually cease.

Similarly, if hate and fear and contempt are how we mostly regard each other, the marriage, the family, the club, the school, the church, the party, the lodge, the company, the group of friends will eventually disintegrate. In many cases, it would disintegrate into a self-destructive war except that most people will stop themselves because they don’t want to be ostracized or jailed by the larger society. If, however, the entire society becomes rife enough with hate and fear, no one will come to anyone else’s rescue.

Our entire survival depends on our gift, our ring, our community, our country, our fellow human beings.

Our gift is not our lightning speed of running.

Our ring is not our ability to out-swim the shark.

Our gift is not our powerful jaws, or our steel strong talons.

It is our ability to communicate with each other by sharing experiences. It is truth, caring, and cooperation. That is our one gift that enabled us to survive and thrive.

Photo by Andrea Piacquadio on Pexels.com

A democracy can take many specific forms. What it is, at base, is that it recognizes the gift as a fundamental value to be cherished and used. The fundamental purpose is to ensure that government is aware of and takes into account how policies and people and processes actually impact people who live in the democracy. In a representative democracy, the people, in turn, can vote for people to represent them. They can vote for any reason they like; e.g., because they admire a particular person; they believe they will do a competent job; they like the candidate’s promised policy changes; they find that the candidate reminds them of his funny old uncle Al who always had the best candy on offer.

No democracy is perfect. There has to be in its structure and processes more truth than lie; more empathy than indifference; more love than hate; more hope than fear. In some democracies, there are basically two parties; others have dozens. Parties may differ on philosophies, priorities, platforms, programs, etc.

A “party” who rejects democracy itself however, is not an actual political party. The term “political party” only makes sense in the context of a democracy. If “elections” are determined by those in power, they are not actual elections and there is no party. It’s just a group of thugs who want to rule by hate and fear and lies. That is not a political party. It is not a legitimate part of a political process. They want to throw the ring away in the toilet. They want to subvert the truth to lies. They want to severely limit love and enhance fear and hate. They divide rather than unify. Oh, and guess what else? Historically, they want war. They will ensure that war just as Putrid is doing right now.

Democracies have also been known to start wars. When they do, it’s often based on lies. As communication has become more ubiquitous, it has been harder and harder for democracies to lie, cheat, and be cruel. Most people don’t want that! Most people want there to be more truth, love, caring, and cooperation. There are plenty of differences about how to go about that. That’s fine. That’s just the sort of difficult and messy problem that democracy is particularly less bad than any other system.

As I said, I really think most people prefer interacting in a caring and cooperative way. We see that it’s more effective in getting things done and it simply feels better for everyone. For that reason, dick-tater-$hits have to provide lies to help assuage the consciences of its citizens. “Oh, they are all murderers and rapists! You shouldn’t feel bad about being cruel to them!” Another favorite is: “Oh, they aren’t really human beings, the way we are. No need to treat them any better than a fox trying to steal your chickens!”

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Needless to say, this ploy completely fails on many people and isn’t completely effective on anyone. Any time you’re cruel, whatever story you tell yourself about it, you know you are destroying a bit of yourself. Except, what you are really destroying is something much vaster than a bit of yourself. In fact, what you are destroying is something much vaster than all of yourself. What you are destroying by being cruel, whatever story you tell yourself is the human branch of the Tree of Life. Lies weaken that branch. Cruelty weakens that branch. Bullying weakens that branch. So too does cowardice.

The architecture of karma shows that the future impact of your present day behavior is much greater in scope than your present impact. Behaving well is in your interest because what you are is essentially a very small and very temporary part of that ancient, vast, and diverse Tree of Life. The more you can enhance that tree with truth and love, the better for the whole tree.

Don’t throw away the ring. Wear it proudly. It is truly an amazing gift!

Author page on Amazon

Dick-Tater

Absolute is not just a vodka

The First Ring of Empathy

Pattern Language for Cooperation

How the Nightingale Learned to Sing

Listen: You can hear the echos of your actions

Poppa Goes the Weasel

The Three Blind Mice

Stoned Soup

The Orange Man

Math Class: Who Are You?

Ripples

Happy Darwin Day!

Somewhere a Bird Cries

All We Stand to Lose

The Broken Times

Fish have no word for water

Some recommended books:

Turing’s Nightmares explores the implications and ethics of Artificial Intelligence through fictional short stories. http://tinyurl.com/hz6dg2d

Fit in Bits shows many ways to put more fun, variety, & exercise into daily chores and habits to help with strength, flexibility, fitness, and balance. http://tinyurl.com/h6c7fce

Tales from an American Childhood recounts early experiences mainly in the American Midwest in the 1950’s and relates them to contemporary issues and events. https://tinyurl.com/y9ajvz9j

https://www.barnesandnoble.com/w/dream-planet-david-thomas/1148566558