• About PeterSIronwood

petersironwood

~ Finding, formulating and solving life's frustrations.

petersironwood

Tag Archives: autocracy

The Primacy Effect & The Destroyer’s Advantage

21 Friday Aug 2020

Posted by petersironwood in Uncategorized

≈ 9 Comments

Tags

America, autocracy, Democracy, essay, progaganda

Here’s an interesting thing about the way we learn. And, when I say “we” I don’t just mean all my 7.5 billion human brothers and sisters out there but also other, more distant cousins. What creatures tend to do is put particular emphasis on their first experiences. In my culture, we memorialize this truth with comments such as: “Now, make sure you look nice on your first day. It’s important to make a good first impression.” Given the prevalence of this kind of advice, I think most people seem aware of this effect when they go on job interviews, first dates, etc. 

There seems to be an interesting asymmetry about our folk wisdom though. While most of us seem quite aware of how we can influence others by first impressions, we seem fairly oblivious to the impacts that others are making on us.



“I can’t understand it. They seemed so nice on our first date. And, then, every one of our six dates since, they treat me like trash. I might have to break up.” 

Imagine instead someone saying this: “I can’t understand it. They treated me like trash on the first date. And on the second. And on the third. And every one of our first six dates. And, now, on the seventh, they seemed so nice!” 

Many studies confirm the primacy effect under a wide variety of circumstances. In this case, the folk wisdom about the importance of first impressions is confirmed by science. 

This has an interesting ramification for propaganda effects. 

Let’s suppose that you live in a country where there are two competing parties. Each of them typically likes to put a certain “spin” on events. For instance, let’s say that there’s a big plane crash in the Colorado desert or a hurricane in Florida. These events are reported on the media. Now, the two parties might frame or reinterpret these events in different ways. One party might try to say that the crash was likely due to drug use on the part of the pilot and that drug use among pilots is because pot is legal in Colorado. And, they might claim that even though there is no real evidence. In fact, subsequent events actually confirm that the pilot was not on drugs, nor has there been any uptick in drug usage among pilots (they would lose their jobs) and these particular pilots lived in NY and just came from NY. They did not suddenly score a joint 30,000 feet in the air. But because people in the audience heard that story about pot usage being responsible first, some of them may recall it even years later — and are much less likely to recall the actual facts that came out later. 

Conversely, let’s imagine another party puts out a statement that blames the crash on lax standards for air safety. It blames these lax standards on the other party. It further points out that the airlines who pushed for the lax standards were heavy campaign donors to the party who fought for the lax standards. If you hear this version of the story first, you will have a different first impression. It will be just as “uncomfortable” for you to now consider evidence that perhaps the pilots were high than it will be for the people in the scenario above to consider that lax safety standard were involved. 

Similarly, one party might relate the hurricane and mention that global climate change makes for more and more severe hurricanes. Another party might use the opportunity to request funding to put up a hurricane fence around the Gulf of Mexico to keep hurricanes out. One of these explanations would be supported by the vast majority of scientists. Of course, no-one is saying that a particular hurricane could not possibly have happened without global climate change. But warming waters mean more energy goes into hurricanes in general. On the other hand, no real scientist would imagine a hurricane fence would do much to keep a hurricane out! 

But if you hear about the hurricane fence story first, and then find that scientists think such a strategy is absurd, instead of rejecting the idea for the bunkum it is, you might check the Internet for someone to support the idea. And — given the nature of the Internet, you will definitely find someone to support the idea — a Russian troll, a nutcase, or an operative for the other party. Rather than using the Internet as a way of determining whether a particular idea is or is not reasonable given the balance of evidence, it will be tempting instead to use the Internet to find a way to reinforce your first impression rather than challenge it. Who gets the story out first has a big advantage. 

Photo by Pixabay on Pexels.com

You can see why parties compete to get their own version of stories out first. 

The above scenarios were examples of reactions to external facts that “happened.” 

But what if your party is not only reacting to disasters — what if they are intentionally creating disasters? This gives them a crucial and perhaps crushing advantage. Because they are creating the crisis, they can have a narrative for every story worked out ahead of time. They can release it contemporaneously or even slightly before an event occurs. In this way, they will be able to frame the narrative first every single time. And, equally importantly, people who eventually hear both sides of the story will underestimate how much they are swayed by the primacy effect. 

—————————-

https://thedecisionlab.com/biases/primacy-effect/

Essays on America: The Update Problem 

Essays on America: The Stopping Problem 

https://petersironwood.com/2020/07/25/the-only-them-that-counts-is-all-of-us/

The Truth Train

Unmasked

The Pandemic Anti-Academic

The Watershed Virus

Try the Truth 

Roar, Ocean, Roar!

17 Monday Aug 2020

Posted by petersironwood in America, apocalypse, COVID-19, poetry, politics, Uncategorized

≈ 118 Comments

Tags

America, autocracy, COVID19, Democracy, ecology, fascism, pandemic, poem, poetry, Resistance, TheGreenNewDeal, truth, verse

 

snow covered mountain under blue sky

Photo by Francesco Ungaro on Pexels.com

 

You think you are a stone. 

I say, we are a mountain. 

You think you are a thread. 

I say, we are a tapestry. 

You think you are a drop. 

I say, we are an ocean. 

 

big waves under cloudy sky

Photo by GEORGE DESIPRIS on Pexels.com

 

We are a mighty mountain 

A million men and women wise

Surprise! Surmise

What we can do —

You and you and me and you!

 

snow capped mountain

Photo by Life of Wu on Pexels.com

 

We are a tapestry: 

Rainbow rayed with light arrayed;

A pattern that will still unfold

Reveal our true color: bold

Share inventions not yet played. 

 

2D3064B5-D03E-4030-A3C0-607CAD849A52

 

We are an ocean 

A wave, a tide, a tidal wave

A thousand miles wide,

If we can summon brave 

Feel our brotherhood; eschew false pride.  

 

IMG_3794

 

Believe not those whose only play is hate and fear;

Empty promises that hide behind a hidden tier; 

Russian dolls and chopping halls, 

Down and drown in putrid falls,

Flimsy flash and dazzle — naught inside. 

 

D2560F07-0D3D-4CAC-A440-AD4D8E9BE79B_1_105_c

 

Voices of the damned divide and hide

The nature of the power of the people all in unity.

Czars seek division; cheat with false impunity. 

Have no love; offer no warm hand;

An iron glove; a loud brass band. 

 

abstract barbed wire black white black and white

Photo by Pixabay on Pexels.com

 

You think you are a stone. 

I say, we are a mountain. 

You think you are a thread. 

I say, we are a tapestry. 

You think you are a drop. 

I say, we are an ocean. 

 

IMG_3071

 

—————————————————-

The Truth Train

The Pandemic Anti-Academic

The Watershed Virus

Life is a Dance

The Declaration of Interdependence

Author Page on Amazon

Index of “best practices” in teamwork and collaboration

Comes the Reign

Trump Truth Treason

The Ailing King of Agitate

 

Essays on America: The Stopping Rule

01 Saturday Aug 2020

Posted by petersironwood in America, apocalypse, COVID-19, politics, psychology, Uncategorized

≈ 81 Comments

Tags

authoritarians, autocracy, coronavirus, COVID19, Democracy, pandemic, politics, Putin, treason, Trumpandemic, truth

Everyone I met as a child had a vivid, or at least a willing, imagination. 

62484C0E-BCA9-4332-8B05-B689968A6E35

Let’s see how yours is doing. Imagine that you are in a role-playing game. The goal of the game is to acquire as much money as possible. You are cast into two very unusual roles. On the one hand, you are a player competing against a large number of other players.

On the other hand, you are also the banker/moderator of the game. You handle all the money and no-one else can see or double check on the amounts. If any disputes arise among the players (including you) you and you alone are in charge of deciding the outcome.

woman with face paint with pumpkin

Photo by VisionPic .net on Pexels.com

Now, let’s say the game begins. 

Do you see how you are guaranteed a win unless you restrain your power with ethical principles such as a sense of fair play?

Exactly. 

IMG_1442

Remember that the goal of the game is to acquire as much money as possible. Given that, when will enough be enough? At what level will you stop? When you have 50% of the wealth? 75%? 90%? 95%? Read the goal again.

The only thing that would prevent you would be your ethical principles.

If you have any.

Exactly. 

usa flag waving on white metal pole

Photo by Element5 Digital on Pexels.com

 


 

Trumpism is a New Religion

The Truth Train

The Pandemic Anti-Academic

The Watershed Virus

Unmasked

You Bet Your Life

Plans for us — some GRUesome

What about the Butter Dish?

Essays on America: Wednesday

The Update Problem

Chain Saws Make the Best Hair Trimmers

12 Thursday Jul 2018

Posted by petersironwood in America, management, psychology, Uncategorized

≈ 11 Comments

Tags

autocracy, Business, collaboration, Design, fascism, Feedback, meritocracy, politics, teamwork

Continuing with the theme of deciding how much risk is “reasonable” to take in your career and your life, I’d like to share a story about my time at a mythical company we will label as NYNEXX. NYNEXX we’ll imagine, was one of the so-called “Baby Bells” who provided local phone service. It was created from the break-up of AT&TX. NYNEXX paid some marketing company millions to come up with the name which is for New Yorkx (telephone), New Englandx (telephone) and XX = who knows what we might do in the future!? And sure enough, within five years most people who were served by NYNEXX knew it was a brand of headache remedy. See, marketing is not nearly so scientific as some (particularly those selling marketing services) would have you believe. More about that another time. NYNEXX later merged with Bell Atlanticx and then with GTEx and has transmogrified into a company known as Verizonx. (Any resemblance to similarly named companies, such as NYNEX, of course, is purely coincidental).  

OLYMPUS DIGITAL CAMERA

This story concerns itself with professional advice I was asked to render. At the time, I was the executive director of the Artificial Intelligence Lab at NYNEXX Science and Technology. But my management chain knew that I was knowledgeable in Human-Computer Interaction, Human Factors, User Experience etc. In fact, I was asked to start up and then head up the AI Lab to do work in speech recognition, expert systems and machine vision. Before even accepting the job, I explained how much we also needed a group doing Human-Computer Interaction research. This turned out to be a wonderful thing for all the obvious reasons, but one of the non-obvious reasons was that it helped cement HCI into the minds of my management. 

black and white board boardroom business

Photo by Pixabay on Pexels.com

A hot summer day, several of us were called into a conference room by one of the chief aids to the CEO so we could advise on a new proposal the CEO had for increasing trust of top management. You probably intuit quite well that it’s important for workers and managers to trust the top management of the company. The numbers for NYNEXX at that time (decades ago) had been abysmal several years running. The first year that they reported results, only something like 14% of the workers trusted top management. The numbers were even worse for lower management than for union workers. Top management decided the reason for these terrible results was that people did not know enough about top management and the reasons for their decisions. So, they instituted a plan to TELL people more about why what top management was doing was RIGHT, damn it! They did this for a year and then re-measured the results. Now, the percentage of workers who trusted top management had skyrocketed all the way to about 10%! Wow! In the company rag, which I believe was called The Leader, they reported last year’s numbers, this years numbers, and then said that with all their success, they would continue the program for another year. Huh? Yeah, right? And this was way back when Donald Trump was still merely a racist, misogynistic, unfaithful, bankrupt builder.  

IMG_9198

The top NYNEXX management had called in one of the top business consultants on the topic of trust and he related to them the story of Sam Walton. You have to understand that whatever you may think of Sam Walton, Wal-Mart, or the Walton heirs, he was a down to earth, hands-on manager. He would spend half his time riding around in his pick-up truck with his hound dogs in the rear of the truck and go personally to the stores and see how things were going and talk to his store managers. At some point, the business grew so large that it took a long time to get back to every store so they started an hour long conference call each week. Each of his store managers called in to a conference call number and any manager could explain in one minute, a problem that they had encountered and solved. Since each of the store managers might face many of these same problems, this sounded like a very useful exercise in knowledge sharing and organizational learning. Part of the reason it worked as well as it did was no doubt because the managers could relate to Sam Walton. They already trusted him because of all his personal contact and the reputation that arose from that personal contact. I am sure the conference calls served to further enhance mutual trust in the organization as well as provide valuable organizational learning. 

The chief aide from the CEO’s office explained all this to us by way of background. Next, he revealed their “take-away” and plan from the consultant’s consultation. They would do what Sam Walton did! He was trusted! So, now they would be trusted. Well, the design rationale thus exposed caused that same facial expression to appear on my face as when I discover that the jar of garlic-filled olives I was looking forward to consuming is completely encased in a finely feathered grey mold. Why the crinkled nose? Because NYNEXX top execs were nothing like Sam Walton when it came to being content to be “just folks.” They didn’t drive pick-up trucks, but were chauffeured in stretch limos. They didn’t ever wear jeans and a plaid shirt. They wore 3-piece suits. Even in the shower. So, already this plan was showing a serious issue. It seemed to me that it would succeed in about the same degree as my wearing the same brand of shoes that Rafa Nadal wears would enable me to create the same degree of speed and top-spin on my forehand drives that he does. Aside from the much more collegial nature of Walton’s relationship to his employees than our executives enjoyed, the other major difference is that all the Wal-Mart store owners faces at least some similar problems. There was a reason to share information. By contrast, the diversity of contexts and jobs and roles that NYNEXX managers faced was tremendous. Some sold yellow page advertising. Some led AI labs. Some managed repair crews. Some managed coin-counting operations. Still others were in charge of long-distance operators.

IMG_2480

At the time, there were about 1000 Wal-Mart stores but there were 70,000 NYNEXX managers, so the top management at my company decided it simply would not do to allow them all to talk; it would be chaos. So, to increase “trust” in top management, all 70,000 NYNEXX managers would leave whatever else they were doing each Friday morning at 9 am and dial in to a conference call and hear the CEO talk at them for a solid hour. So, here’s one dilemma. As a so-called Human Factors Expert, I am supposed to take humans as they are and design to them. But I am sitting in the meeting thinking, “How the hell can adult human beings in management not be smart enough to see what a bad idea this is!” But it’s antithetical to the premises of the field to yield to the temptation to shout that. 

And now the aide approaches the punchline, with this gem. “But we do want to make it interactive. At the very end of the hour, each manager will press one of the keys on their touch tone pad and we’ll record their answers. So, for example, the CEO might talk for an hour about how important it was for each manager to know precisely their job responsibilities. And, then, at the end of the talk, every manager would be told to indicate by touch tone on a ten-point scale how well they knew their job responsibilities.” So, this was the plan. Now, the aide turns to me and says, “So, that’s why we need your help. You’re a human factors expert. Should we have them use the “0” key for ten? Or should we use “9” for the top of the scale and “0” at the bottom? Which one?”

antique business call collector s item

Photo by Pixabay on Pexels.com

Here we have an example of a classic dilemma in human-computer interaction. The boss/developer/client/customer asks you a very specific question. You could answer the question, but you know that it is the wrong question. Do you answer their question? Or, do you point out that they’ve asked the wrong question? And, what if you point out that it’s the wrong question and they insist that you answer the question asked, not the one you think they should have asked? I do not think that one answer is correct for all circumstances. How much are you willing to risk? It will depend on culture, for instance, and your circumstances; how much your own boss supports you; how much you care about keeping your current job – and many other factors. Here is what happened in this case: 

I explained to this aide as clearly and calmly as I could that this whole idea sucked big time and why it sucked. No, I didn’t use that term. On the other hand, I probably could have toned down the exasperation in my voice just a tad. But sometimes, a degree of righteous anger is appropriate. It wasn’t simply that this was a bad design. It was a bad design because they had no understanding of how trust is created or any ability to empathize with their 70,000 managers that they were supposed to be leading. So, it’s not clear to me that it was inappropriate to be a bit exasperated. 

The aide’s face grew red. He got a pugnacious look on the front of his head and said, “WELL! When my boss, who by the way, is the CEO, asks me what the best way to do something is, it is my job to tell him the best way, not to tell him it’s a bad idea!” 

To which, I responded, “Well, when my boss asks me which type of chain saw is best for him to use to trim his hair, it’s my responsibility to tell him that a chain saw is a really bad way to cut his hair!” 

It makes me chuckle to recall it, but the aide didn’t find it all that funny. One of my colleagues also pointed out the telephone traffic congestion peak created by having 70,000 people call in simultaneously. We apparently put enough doubt in their collective corporate mind that they ran some focus groups on the idea and it was thankfully never actually implemented. 

Silly ideas like this may soon grow more common and the penalties for pointing out the truth may well grow more severe. We all have to ask ourselves how much we will tell the truth — and how much we will answer the wrong question in order to save our jobs, our ratings, our lives. This is not an issue limited to human factors and user experience. It can happen anywhere when people are put in charge based on something other than experience, expertise and a commitment to excellence. 

man cutting tress using chainsaw

Photo by Pixabay on Pexels.com

—————————————————-

Author Page on Amazon. 

Subscribe

  • Entries (RSS)
  • Comments (RSS)

Archives

  • January 2026
  • December 2025
  • November 2025
  • October 2025
  • September 2025
  • August 2025
  • July 2025
  • June 2025
  • May 2025
  • April 2025
  • March 2025
  • February 2025
  • January 2025
  • December 2024
  • November 2024
  • October 2024
  • September 2024
  • July 2024
  • April 2024
  • March 2024
  • February 2024
  • January 2024
  • December 2023
  • August 2023
  • July 2023
  • May 2023
  • April 2023
  • March 2023
  • February 2023
  • January 2023
  • December 2022
  • November 2022
  • October 2022
  • September 2022
  • August 2022
  • July 2022
  • June 2022
  • May 2022
  • April 2022
  • March 2022
  • February 2022
  • January 2022
  • December 2021
  • November 2021
  • October 2021
  • September 2021
  • August 2021
  • July 2021
  • June 2021
  • May 2021
  • April 2021
  • March 2021
  • February 2021
  • January 2021
  • December 2020
  • November 2020
  • October 2020
  • September 2020
  • August 2020
  • July 2020
  • June 2020
  • May 2020
  • April 2020
  • March 2020
  • February 2020
  • January 2020
  • December 2019
  • November 2019
  • October 2019
  • September 2019
  • August 2019
  • July 2019
  • June 2019
  • May 2019
  • April 2019
  • March 2019
  • February 2019
  • January 2019
  • December 2018
  • November 2018
  • October 2018
  • September 2018
  • August 2018
  • July 2018
  • June 2018
  • May 2018
  • April 2018
  • March 2018
  • February 2018
  • January 2018
  • December 2017
  • November 2017
  • October 2017
  • September 2017
  • August 2017
  • July 2017
  • June 2017
  • May 2017
  • April 2017
  • March 2017
  • February 2017
  • January 2017
  • December 2016
  • November 2016
  • October 2016
  • September 2016
  • August 2016
  • July 2016
  • June 2016
  • May 2016
  • April 2016
  • March 2016
  • February 2016
  • January 2016
  • December 2015
  • November 2015
  • October 2015
  • September 2015
  • August 2015
  • May 2015
  • January 2015
  • July 2014
  • January 2014
  • December 2013
  • November 2013

Categories

  • AI
  • America
  • apocalypse
  • cats
  • COVID-19
  • creativity
  • design rationale
  • driverless cars
  • essay
  • family
  • fantasy
  • fiction
  • HCI
  • health
  • management
  • nature
  • pets
  • poetry
  • politics
  • psychology
  • Sadie
  • satire
  • science
  • sports
  • story
  • The Singularity
  • Travel
  • Uncategorized
  • user experience
  • Veritas
  • Walkabout Diaries

Meta

  • Create account
  • Log in

Blog at WordPress.com.

  • Subscribe Subscribed
    • petersironwood
    • Join 661 other subscribers
    • Already have a WordPress.com account? Log in now.
    • petersironwood
    • Subscribe Subscribed
    • Sign up
    • Log in
    • Report this content
    • View site in Reader
    • Manage subscriptions
    • Collapse this bar
 

Loading Comments...