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Bohm Dialogue

21 Wednesday Feb 2018

Posted by petersironwood in America, management, psychology, Uncategorized

≈ 6 Comments

Tags

A Pattern Language., Bohm Dialogue, Business, competition, dialogue, innovation, learning, politics

 

 

IMG_0706Bohm 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

 

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Synonyms: 

Campfire Reflections. Quaker meeting.

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 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 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.

Problem:

Groups consists of individuals who never have precisely the same interests or the same experiences. 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 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.

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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.”

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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.

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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 physicists 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.


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Greater Gathering

08 Thursday Feb 2018

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

≈ 3 Comments

Tags

Business, collaboration, cooperation, coordination, innovation, pattern language, social capital, sports, teamwork, trust

 

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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.

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.

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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 come 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 lined 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 a lack of diversity in that 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.

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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 respect and 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.

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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 outside your sub-group.

Other examples are numerous. Boy Scouts and Girl Scouts have national Jamborees. Families 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.

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). Anyway, 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.

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Resulting Context:

The 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, trust, and makes communication easier.

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Related Patterns:

Conversational Support at the Boundaries.

Known Uses:

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:

Radical Collocation

26 Friday Jan 2018

Posted by petersironwood in management, psychology, Uncategorized

≈ 1 Comment

Tags

Business, collaboration, cooperation, Design, innovation, learning, pattern language, politics, science

ControlRoom

Radical Collocation.

(This Pattern was initially inspired by a talk at CSCW 2000 — see reference — and the Socio-Technical Pattern Language Workshop at CSCW).

Author, reviewer and revision dates:

Created by John C. Thomas on 5th Sept., 2001.

Reviewed by <> on <>

Revised by JCT on Dec. 17, 2001, January 25, 2018.

Synonyms:

“Put the team in one room for the duration of the project”, “War rooms”

Abstract:

When small to medium teams of people need to solve a problem or design a novel solution and there are many highly interactive parts, it is useful for the people to work in one large room where people have easy access to each other and shared work objects can be easily viewed, modified, and referred to when necessary.

Problem: 

Some problems are amenable to decomposition; that is, the overall problem can be broken down into a series of subproblems and when each of the subproblems is solved, the overall problem will be solved, possibly with slight modification to some of the sub-solutions. In other cases, especially problems that are relatively novel, complex, or “wicked”, such decomposition is not possible. In such cases, if a decomposition is attempted and each of the subproblems is solved, the resulting composition of sub-solutions will typically not be anything close to an overall solution. Under these circumstances, people working alone on their subproblem will become frustrated because all the progress they thought they had made will prove illusory. Morale will suffer. Management will become upset that the apparent progress has not been real and typically attempt a variety of counter-productive measures such as requiring more frequent reports and adding new personnel to meet a schedule.

Context: 

In the design of complex systems with many interacting parts, it is often the case that understanding how best to “decompose” a problem cannot be determined ahead of time. Examples include complex software systems, especially where the overall system includes human-human and human-computer interaction, new machinery, novel nuclear power plant designs, complex military operations.

In such a context, handing out separate “assignments” to various individuals or small teams will at first seem to produce progress as each individual or small team carries out their assignment. Unfortunately, when an attempt is made to compose or integrate these sub-solutions into an overall solution, the result doesn’t work because of unanticipated interactions.

For instance, suppose that a software development team is designing an integrated office support package. Independently, various teams or individuals design various functions. Each of these may be well-designed in itself. However, the combination will be flawed on at least three counts. First, numerous functions will have been duplicated in separate modules. Second, some functionality that would have been useful for the whole package will not have been implemented at all because it would have been too much work for any one team. Third, the user experience will be scattered and inconsistent as separate designers make independent choices about what the user experience will be. In addition, it is quite likely that hard bugs will also be in the design due to the inconsistent treatment of data objects, deadlocks, infinite loops, etc.

There are two main general solutions common in the software development community. First, there may be an attempt to set “ground rules” or “style guides” that everyone is supposed to follow. These will help ameliorate the problem but cannot solve it entirely. Second, there may be overall project meetings where people report on progress or even do mutual design reviews. Again, this helps but even if problems are found and resolved, the resolution will re-quire considerable rework.

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Forces:

*People are naturally gregarious.

*People can concentrate better on difficult mental tasks when it is quiet and when there are a minimum of interruptions.

*Some problems are amenable to decomposition into relatively independent sub-problems; others are not.

*Social cues can be used to guide the interruptibility of others.

*Having work-related shared artifacts that can be viewed and understood by others continually leads to productivity.

*Shuffling work artifacts in and out of view in a small space takes time.

*Space costs money and is therefore limited.

*A group will tend to develop useful social conventions when they are co-located.

*Noticing and resolving conflicts among sub-solutions early will result in minimizing rework.

*Noticing common problems and solving them collectively as soon as possible will result in maximum efficiency.

*Human performance often shows a “social facilitation” effect; that is, people perform better in the presence of others.

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

Solution:

When small to medium sized teams work on non-decomposable problems, it is useful for them to be radically co-located in one large room. This room should provide each person some private space and individual work tools (e.g., a computer, a drawing table) as well as numerous spaces for public display of large scale work artifacts (e.g., designs, work plans, diagrams, decisions, group rules, etc.).

Examples:

In the Manhattan Project, people from all over the country were relocated to a relatively remote and isolated area. There they had large workrooms to work on complex problems together.

Recently, automobile companies have empirically compared software work teams that were radically co-located with traditional software development and found the former to be significantly more productive. Interestingly, although before the experience, people thought that they would hate working in a single room, afterwards they said they preferred it.

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Resulting Context:

Prior to the experiments at the auto companies, developers were afraid that they would be too distracted by noise and interruptions to get much work done. In fact, social cues can be read fairly well and a potential interrupter can gauge the time to interrupt. In radical co-location, a person might have to wait minutes or hours to resolve an issue by conversation and mutual problem solving. In traditional software development, they may have to wait for a weekly meeting or not discover a problem until integration testing. People working under conditions of radical co-location tend to develop common vocabulary and artifacts quickly and can easily and efficiently refer to these artifacts. Motivationally, it is also easier to see where the individual’s work fits into the larger whole. Having had many face to face interactions, the group now has more social capital.

Rationale:

In a complex problem solving process, it is most efficient to solve the most difficult constraints first. Similarly, the sooner potential design conflicts or potential design commonalities are discovered, the more efficient the global optimization. Social groups that work together can rely on subtle cues about whether to interrupt or not. Being alone in the office may seem more conducive to concentration but is still amenable to a knock on the door or a phone call; in this case, the per-son interrupting generally does not know the state of concentration of the person being interrupted. When we work separately, it is easy to imagine that others are “slacking off.” If we actually see all of our colleagues working, it tends to motivate us to work harder as well.

Related Patterns:

Conversational Support at the Boundaries.

Who Speaks for Wolf?

Known Uses:

War rooms, command centers, trials.

Metaphors: 

The human body is mainly organized at one level into organs. These organs are generally completely co-located. Your brain cells are near other brain cells; spleen cells are near other spleen cells; bone cells are mainly near other brain cells. This is true in most (but not all) other species.

For many millennia, humans were hunter/gatherers. In some cases, our very distant ancestors may well have simply eaten “on the go” just as some of us still do off path-hugging berry bushes. But long ago, we gathered food, processed it, categorized it, re-shuffled it into various stews. All of these processes were typically done by a subgroup of the people. This co-work is at least one quite natural way to work.

Why is education arranged the way it is: into courses, lectures, topics, and so on? Why not just bombard kids with random facts from a computer? There are many reasons but one main one is that learning about a subject in a coherent way may help you see the larger coherence of the subject area.

Fable: 

Once upon a time, there were three little lemur sisters and they each went to provide some shelter for themselves from the elements as well as protection from the ferocious leopards that roamed their forest. The first little lemur wanted her home to be as gigantic as possible. So, she fashioned some sticks and put them widely spaced over a large area. Unfortunately, the lemur had no trouble whatsoever going between these widely spaced sticks and he ate up the first little lemur.

The second little lemur, having learned from her sister’s unfortunate demise made a much, much tighter circle. In fact, her sticks were so tightly packed that she could not really lie down and sleep. After several days, she could stand it no longer so she went outside to hunt and sleep and was eaten by the roaming leopard.

The third little lemur, having learned from both of her two younger sisters’ untimely demises, instead struck a deal with the leopard. “You know,” said the lemur, “I can climb very high into the treetops. And from there, I can see for many miles around and advise you on your best direction for prey. In return, you don’t eat me. And, that would not be to your advantage anyway because then you’d have to revert to your old way of using guesswork to find prey.”

Instead of helping the leopard, the third little lemur used his high position to mislead the leopard and warn the prey through intermediaries. At last, the leopard grew quite weary and hungry and demanded to see the third little lemur about their deal.

“Sure, I’ll be right down!” The third little lemur had carried only a single stick up to his high nest. But he had sharpened with his teeth. She sprang upon the leopard jamming the spear deep into its soft underbelly.

The moral of the story is: if you combine the collective experiences of people with relevant knowledge and use creative problem solving, you’re likely to be able to solve any problem.

References:

Bos, N., Olson, J., Gergen, D., Olson, G. & Wright, Z. (2002) Effect of four computer-mediated communication channels on trust development, pp. 135-140. Proceedings of CHI 2002, New York: ACM.

Olson, G. & Olson, J. (2000) Distance matters. Human Computer Interaction. 15 (2,3), 139-178.

Teasley, S., Covi, L., Krishnan, M., & Olson, J. (2002). How does radical collocation help a team succeed? pp. 339-346.  In Proceedings of CSCW 2000. New York: ACM.

Small Successes Early

20 Saturday Jan 2018

Posted by petersironwood in management, psychology, Uncategorized

≈ 5 Comments

Tags

Business, competition, Design, innovation, pattern language, politics

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This is the third “Pattern” in a proposed “Socio-technical Pattern Language” that aims to capture best practices in collaboration and coordination at various levels of organization from having a civil society to having small groups work in ways that are: 1) enjoyable in the moment, 2) productive in terms of the end-product, and 3) build skills in the participants. The notions of “Patterns” a “Pattern Language” are described in more detail in the first of this series, “Special Spaces and Wonderful Places.” The idea for the pattern, Small Successes Early, crystalized from reading DeMarco & Lister’s excellent book, Peopleware.

Small Successes Early. 

Author, reviewer and revision dates:

Created by John C. Thomas, December 2001.

Reviewed in early 2002 by Alison Lee and Catalina Danis.

Revised and extended, January, 2018.

Synonyms: 

Start Small.

Abstract:

Many problems in a modern industrialized society require very large teams of relative strangers to work together cooperatively in order to design and build an adequate system or solution or to solve the overall problem. Yet, because of the sense of urgency and artificial “deadlines,” in many settings, people fail to take the time to learn to trust one another as well as to learn one another’s strengths and weaknesses and preferred styles of working. Plunging a large group of strangers immediately into a complex task often results in non-productive jockeying for position, failure, blaming, finger-pointing, etc. Therefore, insure that the team or community first undertakes a task that is likely to bring some small success before engaging in a complex effort.

Context: 

A complex undertaking often requires the interaction of many people with various backgrounds, skills, and temperaments. Often, whether in an industrial setting, a community building effort, or in political life, many of these people have not worked together before. The group wants to get started and wants to be successful. Although their diversity is a potential source of strength, at first, there is likely to be natural confusion about how to proceed because people will have different experiences about the best way to organize and proceed.

As the pace of change in society increases, a greater and greater proportion of the work that people do cannot be done in a routine or top-down way. Such a “command and control” style can work well under some circumstances; for example, when the solution is knowable before starting and everyone can be counted on to know their exact function and to be motivated toward an outcome agreed upon by all. Even in such extreme cases, it can still be worthwhile for people to learn about each other before attempting a larger effort. Most teams, even when hierarchically controlled and doing repetitive tasks, will improve over time as they gain experience with each other. In complex tasks with emergent solutions, the effect of practice will be even greater.

Forces: 

  • Problems are often too complex for all aspects to be addressed simultaneously.
  • If a problem is understood, it is logically better to deal with the hardest constraints first.
  • The structure of complex problems often becomes more clear as people try to solve the problem.
  • A part of any complex problem solving process requiring more than one person is the interaction and relationship among the people.
  • People in a new team need to learn about each other’s skills, working styles, and trustworthiness.
  • When people get frustrated because of non-success, they tend to blame each other.
  • As people work toward a goal, the goal tends to become viewed as more valuable and therefore people are willing to work harder to reach it.

Solution: 

Therefore, when bringing new teams or organizations together, it is useful to begin with a small success. In this way, people begin to learn about each other and trust each other. People learn more about the nature of the problem domain. This makes tackling more difficult problems later relatively easier.

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CHI Workshop On HCI for Development Began with Map-Making

Example: 

At the kick-off to a new software development project, rather than having the people be invited to “attend” an event that is “thrown” for them, which might typically include a mind-numbing series of powerpoint presentations from executives about how much money the company will earn if the project is successful, instead, encourage the workers themselves to organize a party, cook-out, pot-luck, song-fest, or storytelling event among themselves. In the process of organizing and carrying out this activity, they will learn about each other’s styles, learn about the trustworthiness of others, and be encouraged by having a success.

Alternatively, the team might simply work on one small aspect of the problem to be solved, provided it is something fairly clear that will result in “success” quickly. For instance, the team might initially work profitably on short presentations about the project, posters, or scenarios but not immediately jump into working on a systems design or a requirements document.

At a workshop on “Human-Computer Interaction for Development” held in Florence (at CHI 2007), we began by having the group make a “map of the world” (shown above) with stones and other materials at hands. Although everyone who signed up was presumably interested in the topic, people were mainly strangers from many parts of the world and had not worked together before. We not only jointly created the map but then had people engage in simple tasks that made use of the map; e.g., stand somewhere close to where you were born; stand somewhere you’d really like to visit but never have; stand somewhere representing a wonderful experience. In an earlier workshop on “Cross-cultural issues in Human Computer Interaction” (CHI 1992 in Monterey), the workshop room was set up like a classroom so our first task was to work together to jointly re-arrange the furniture in the room into a kind of “circle.”

Rationale: 

As people experience team success, they tend to view the others in the team more positively. Teamwork is often hard under the best of circumstances. In highly complex problems, when people come together from different cultures, backgrounds, or agendas, it often becomes so difficult as to seem impossible. Rather than having people simultaneously attempt to solve a complex problem and at the same time learn to work together as a team, it is often more effective to separate the otherwise tangled problems.

First, have the people solve a tractable problem where it is clear to everyone that they have a common agenda. A successful experience working together to solve that simple problem will help people learn each other’s styles, strengths, weaknesses and so on. With this knowledge and trust, they can now move on to try to solve more difficult problems.

Examples: 

The human factors psychologist James Welford was called in as a consultant to deal with what appeared to be a very large age effect. People over 35 were having a tremendous difficulty learning new hand weaves. The difficulty, as Welford discovered, was in having older people try to solve two tangled problems. On the one hand, it was hard for older workers to see the actual threads and second, it was hard to learn the weave patterns. What Welford did was introduce a short training segment with very large, quite visible cords. Once people had mastered the weave patterns with these large cords, they were then transferred to the much smaller production size. This eliminated the so-called “age effect” and in fact, both older and younger people learned much more effectively and efficiently.

In similar fashion, trying to solve a complex problem with virtual strangers, especially when there is reason to believe there may be a difference in agendas, is a “tangled problem.” Untangling the “getting to know people” aspect from the complex production or design task will help insure ultimate success.

Some care should be given to the task and setting. The “small successes early” task should allow some degree of give and take, some opportunity for expressive (not just instrumental) communication. People should have the opportunity and space for doing something creative, for sharing stories, for physical interaction. Ideally, it should either be somewhat task related, domain related, or be something nearly everyone enjoys (e.g., eating, playing music, dancing, hiking).

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References: 

DeMarco, T. and Lister, T. ( 1999) Peopleware: Productive Projects and Teams. (2nd Edition). Upper Saddle River, NJ. : Addison-Wesley.

Schuler, D. (2008). Liberating Voices: A Pattern Language for Communication Revolution. Cambridge, MA: MIT Press.

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


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Special Spaces & Wonderful Places

“Reality Check”

16 Tuesday Jan 2018

Posted by petersironwood in America, apocalypse, management, Uncategorized

≈ 6 Comments

Tags

advertising, Business, creativity, Design, epistomology, innovation, learning, life, pattern language, politics

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This is the second in a series of blogs that present Patterns in a Socio-technical Pattern Language of best practices for collaboration and coordination in complex societies. I intend to organize these in multiple ways (e.g., type of goal; where in a typical development process the pattern is most applicable; how large a collection of people the pattern is most applicable to, etc.).  I am entering them in this blog in an order that reflects current events. For example, there seems to be a movement to deny reality outright and insist everyone simply believe what the leaders promulgate. This, to me, is outright evil. But even when people are acting with the best of intentions, it is natural to take short cuts. Those short cuts can make life seem more efficient in the short run, but it can also lead to serious issues in the longer term.

Reality Check

Author, reviewer and revision dates:

Created by John C. Thomas on 4 September, 2001

Revised, JCT, 17 December, 2001

Revised, JCT, 15 January, 2018

Synonyms: 

Abstract:

In developing complex systems, it is often expedient to develop feedback loops based on ersatz measures of what we are really interested in assessing and controlling. While this seems expedient in the short term, it often leads to serious problems and distortions, particularly in times of crisis or transition when the correlation between ersatz measures and actuality substantially drifts or even suddenly disconnects. Actions can be based on these measures or models of reality rather than on reality(or more complete measures) and result in negative consequences. The solution is to perform regular “reality checks” to insure that measures or indicators of reality continue to reflect that reality.

Problem:

In developing complex systems, it is often expedient to develop feedback loops based on ersatz measures of what we are really interested in assessing and controlling. While this may seem expedient in the short term, it often leads to serious problems and distortions, particularly in times of crisis or transition when the correlation between ersatz measures and actuality substantially drifts or even suddenly disconnects. Actions can be based on these measures or models of reality rather than on reality. This can result in negative, even deadly, consequences.

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Context:

Many problems were partly responsible for the disaster at the Three Mile Island. One crucial problem, in particular, arose from the design of a feedback loop. A switch was supposed to close a valve. Beside the switch was a light that was supposed to show that the valve was closed. In fact, rather than having the light go on as the result of actual feedback from the valve closure itself, the signal light was merely a collateral circuit to the switch. All it actually showed was that the switch had moved position (Wickens, 1984). Under normal operation; that is, when the valve was operating properly, these two events were perfectly correlated. At a critical point in the meltdown, however, the valve was not operating properly. Yet, the human operator believed that the valve was closed even though it had failed to close in reality. His resulting actions, taken on the basis of the assumption that the valve was closed, exacerbated the subsequent problems. My colleague, Scott Robertson, has recently posted an analysis of the recent error that resulted in the nuclear missile scare in Hawaii. (See link).

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In running an application program several years ago, I was given a feedback message that a file was posted. In fact, it wasn’t. The programming team of the application, rather than checking to see whether the file was actually posted, merely relied on the completion of an internal loop.

In advertising campaigns, it is difficult to measure the impact on sales. Instead, companies typically measure the “recall” and “recognition” rates of ads. This may often be correlated with sales changes, but in some cases, the ad may be very memorable but give the customer a very negative impression of the company and decrease the chances of actually selling a product.

Historically, monarchs and dictators (and even would-be dictators) often surrounded themselves only with people who gave them good reports and support no matter how their decisions impacted the reality of their realm. Eventually, the performance of such people tends to deteriorate severely because their behavior is shaped by this ersatz feedback rather than by reality.

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During the “oil crisis” in the seventies, oil companies relied on mathematical models of continually increasing demand. Year after year, for seven years, they relied on these models to predict demand despite the fact that, for all seven years, demand actually went down. The results are purported to have cost them tens of billions of dollars (Van der Heijden, 1996).

In some cases, the known existence of ersatz measures directly contributes to the destruction of the utility of these very measures. For example, if management decides the “easy way” to measure programmer productivity is “Lines Of Code,” once programmers discover this, the code base may grow quickly in terms of that measure, but not in terms of actual functionality.

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In America @2018, many people view money as the only legitimate value of interest for countries, companies, or individuals. Measures such as the GDP and the stock market index are taken as adequate and complete measures of the economic well-being of the society. There is a sense that, since we spend the most on weapons and health care, we must perforce be the “safest” and “healthiest” nation on the planet. This is clearly not the case. Similarly, ads talk about a person’s “net worth” when what they are really talking about is merely a person’s net financial worth. “Worth” is not the same as “financial worth.”

A large research organization that I am familiar with used to have a large number of administrative assistants who helped arrange meetings, send in expense reports, and answer telephones. At some point, most of these administrative assistants were laid off and the tasks were now done by the researchers themselves who were typically not nearly so efficient at them. The researchers took at least as long to do them as had the administrative assistants. Accountants looked favorably at all the “money they had saved” because they could easily see that the line item for administrative assistants was far less costly than it had been. Not visible, of course, was the fact that the much more highly paid researchers were now doing the same work that had been done before by the administrative assistants, but they were doing it less efficiently and at a far higher cost.

Forces: 

* Organizations are often hierarchically decomposed and bureaucratic. Therefore, it is often simplest to communicate with those close to us in the hierarchy and to build systems that rely for their model of reality only on things within the immediate control span of our small part of the organization.

* While more comfortable to limit system design and development to those things within one’s own team or department, it is often precisely the work necessary to capture more reality-based measures that will reveal additional challenges and opportunities in business process coherence.

*A more direct measure of reality is often more time-consuming, more costly, or more difficult than the measure of something more proximal that is often highly correlated with those aspects of reality of real interest.

*It is likely to be exactly at times of crisis and transition that the correlation be-tween proximal ersatz measures and their referent in reality will be destroyed.

*It is likely to be exactly under times of crisis and transition that people will tend to simplify their cognitive models of the world and, among other things, forget that the proximal measure is only ersatz.

Solution: 

Therefore:

Whenever feasible, feedback should ideally be based on reality checks, not solely on ersatz measures. When this is too costly (as opposed to merely inconvenient or uncomfortable), then at least design systems so that the correlation between proximal measures and their referent in reality is double-checked periodically.

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Examples:

Rather than rely solely on a circle of politically minded advisors, Peter the Great disguised himself and checked out various situations in Russia in person.

As reported by Paula Underwood (who was the designated storyteller for her branch of the Iroquois), her ancestors at one point felled giant trees for long houses in the Pacific Northwest. Later, when the tribe lived in the “Great Plains”, there were no trees of that size. The tribe began to doubt the existence of trees as large as what their oral history portrayed. In order to check on this, one brave spent many years walking back to that area and seeing with his own eyes that there were indeed trees as tall as had been portrayed in the oral history and then returning to the tribe to report back.

Resulting Context:

Ideally, over time, people who actually double-check reality will come to better understand when and how these reality checks will be necessary. They may also invent methods of making a check-in closer to what is really of interest more convenient or cheaper.

Related Patterns:

System as a Whole

Convergent Measures

Drawing the Line

Who Speaks for Wolf

Known Uses:

Richard Feynman, during the Manhattan project, noticed that the bureaucracy was worried about the possibility of accidentally stockpiling a critical mass of uranium. To prevent this, each section chief was required to insure that their section did not have a critical mass. To insure this, each section chief instructed each sub-section chief to insure that their subsection didn’t have a critical mass and so on, down to the smallest level of the bureaucracy. Upon hearing this plan, Feynman observed that neutrons probably didn’t much care whose subsection they reported to!

In another incident reported by Feynman, various bureaucrats were each trying to prove that they had better security than their peers. In order to prove this, they escalated the buying of bigger and thicker safes. The bigger and thicker the safe, the more bureaucrats felt that they had made their secrets secure. Feynman discovered that more than half of the super-safe safes had been left with the factory installed combinations of 50-50-50 and were therefore trivially easy to break into!

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References: 

Wickens, C. (1983). Engineering psychology and human performance. Columbus: Merrill, (p.1).

Van der Heijden, K. (1996). Scenarios: The art of strategic conversation. Chichester: Wiley.

Hutchings, E., Leighton, R., Feynman, R., and Hibbs, A. (1997). Surely, you’re joking Mr. Feynman. New York: Norton.

Underwood, P. (1993). The Walking People: A Native American oral history. San Anselmo, CA: Tribe of Two Press.

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https://petersironwood.wordpress.com/2017/02/25/the-invisibility-cloak-of-habit/

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“Who Speaks for Wolf?”

09 Tuesday Jan 2018

Posted by petersironwood in America, psychology, Uncategorized

≈ 11 Comments

Tags

Business, Design, environment, family, innovation, learning, life, marketing, Native American, pattern language, politics

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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>

 

Synonyms 

Engage all the Stakeholders

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 often 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 is 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 fulling 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.

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 mistakes in the future.” Someone said, “Well, 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 development; it is important for this and for reasons of acceptance (as well as ethics!) by all parties that all stakeholders have a say throughout any development or change process.
  • 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, our lawyers, however informed us that that 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.

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 been 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.

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Discussion. 

I have personally found this pattern to 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 reasonable concern over what the impact of AI will be. But other technologies on the horizon such as biotechnology and nanotechnology also need to be thought about. 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.

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

Happy New Year!

01 Monday Jan 2018

Posted by petersironwood in America, apocalypse

≈ Leave a comment

Tags

advertising, civility, cooperation, greed, innovation, life, media, religion, social media

PicturesfromiPhoneChinaParisPrinceton 174

It’s not really the champagne or the fireworks that make New Year’s special.

Many people around the world, in their own time zones, celebrate New Year’s. Precisely when depends on where you live and to a large extent, the major religion in your area. Some people tend to celebrate in the Spring; others in the Autumn; many around the winter solstice; and a few traditional cultures celebrate the new year in the summer. Some of the traditional calendars are based on 12 lunar cycles which does not make a full year so their “New Year’s Day” shifts over time relative to the Gregorian calendar.

It’s easy to get lost in the details of the differences among traditions, cultures, and religions. But what I find remarkable about New Year’s is not the fact that there are differences across the world. What I find both remarkable and heartening is that many different cultures in many different countries have some kind of “New Year” celebration; that people across the globe recognize that time has a cyclical as well as a linear aspect; that people everywhere recognize the importance of new beginning and that special events are “marked” in some way and that these celebrations are shared by scores, thousands or millions of people across the planet.

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What I find even more wonderful is that people across the globe are able to learn something about other people and cultures. Right now, at the beginning of 2018, there are some few extremely greedy people who want to play on your hate and fear of anyone and anything that is different. They want to enhance your ignorance and play on your negative emotions for one and only one reason — to cheat you out of your freedom and therefore your life. Make no mistake about it. There really are dangers in the world and for best results, you really do want protection from those dangers — protection for you and for your family. Some of those people who threaten you do speak different languages or do practice or profess different religions.  But some don’t. Some people who are threats may dress differently or eat different kinds of foods. But some don’t. Basically, all those people across the globe are very much like you. And, just like you, they too need to understand that some of their leaders are also trying to steal things away from them and in order to do that, they want to make their followers believe that you and your kind are the threats and dangers.

Chances are much greater than 50-50 that if you were suddenly set down in the middle of a completely different culture, you would eventually be accepted and even welcomed. Why? Because people are fundamentally similar. However, people “getting along” is not in everyone’s interest; it’s only in the interest of the vast majority of human beings on the planet. Those who have positions of power and no real leadership skills to help “grow the common pie” will instead try to arouse your feelings that other people are trying to steal your piece of pie. If you cede your freedom to such power brokers, they promise they will protect you from these “others” who are trying to steal your pie. Instead, it is these very people in power who are out to steal your pie and add it to their considerable stack of pies — more than they could ever possibly eat.

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Here’s a secret though. The people who are inventing new pies; the people who are sowing wheat to make new flour for pies; the people growing the berries; the people actually baking pies — we are all very similar regardless of dress, language, religion, or customs. People in power are absolutely terrified that the rest of us will all discover the extent of the emperor’s nakedness and call it out for all to see. Those in power would hate to see a true meritocracy because they have very little skill when it comes to any aspect of actually making pies. By and large, their only skill is to make you fear that others are out to steal your pie. If everyone else becomes friends and colleagues across the globe, there is no more reason for the power-hungry to rule you.

Meanwhile, people across the planet collectively have a huge amount of power. In some places, there are still free elections and those can be one way to change the world and exercise your own power. But it is not the only way. Whatever wealth you have, you will have some choice about where to spend it. What if everyone rewarded companies that are ethical and punished companies that do unethical things by refusing to spend money on their product and services? What if people refuse to give up the hours of their lives for working for companies that act unethically? Would you be willing to take a 5% pay cut to pay for a company that believes “ethics” is not just a training exercise for underlings but also applies to the top executives of the company as well? How about 25%? Would you be willing to blow a whistle on corporate crime? Would you be willing to buy local product and support local services unless and until large multi-nationals behaved like good citizens? Are you willing to refuse further increases in productivity until there is a plan in place to share the gains in productivity between workers and those who own the companies? A world-wide or national strike would cause people to take notice and eventually change business practices.

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Last year, I wrote a long series of blogs about some of the root causes of divisiveness in America — though much of it applies equally to other countries in the world. There can be changes to social media, for instance, that could make it more of a force for unity and good and less a force for maximizing advertising dollars. Yet, none of the three social media companies I use most: LinkedIn, Facebook, or Twitter have asked me (or, so far as I know, any other user or citizens in general) what I would like to see different about their policies, procedures, and principles. We don’t have to wait for them to ask though. We are their users and their customers. Right now, they mainly care about their advertisers because advertisers are very vocal about policies if it affects their pocketbooks. But you and I can be just as vocal about policies that impact our society as are the advertisers. Ultimately, the advertising dollars depend on you and I using these social media.

For instance, check out the “Terms of Service” for these social media. It’s not always clear what constitutes a violation, but it does seem very clear that these social media are free to use the content you created for their own profit and that includes any clever things you say, photos, videos and music tracks. On the other hand, if you post something that you don’t have legal rights to, you and you alone are responsible. The terms of service are not “negotiated” with you; they are a “take it or leave it” affair and they are aimed at protecting the company, not at protected our democracy or humanity in general.

https://twitter.com/en/tos

https://www.facebook.com/legal/terms?_rdr=

https://www.linkedin.com/legal/user-agreement

But we can change that. We can collectively pressure social media to make changes that we feel are in the best interests of humanity. And this does not just apply to social media companies. It also applies to Walmart and Apple and Amazon and every other large multinational. We don’t have to be purely passive recipients of what others deem is the most profitable way for them to do business. We can change the commercial world so that products and services work better, are safer, and that the profits of productivity do not just accrue to owners but to workers as well. Yes, we can.

And that would indeed be a Happy New Year.

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The Blog in Review

28 Thursday Dec 2017

Posted by petersironwood in America, family, Uncategorized

≈ 1 Comment

Tags

competition, environment, history, index, innovation, life, military, politics

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Year End Summary (2017) and Index of Peter S Ironwood Blog. (Several readers mentioned that the wordpress navigation structure may leave something to be desired. Hopefully, for some readers, the following index may be helpful). Many of these blog posts are not meant as the “final word” on these subjects. I am hoping people can use them as a “jumping off place” for conversation with their neighbors, students, and colleagues.

Trumpism is a New Religion. 

Astounded that more than 15 people voted for Trump, the year began with my attempts to understand my error(s). It was about this time that I saw more and more evidence that many Trump supporters were impervious to his most outrageous, incompatible, or nonsensical acts, tweets, and pronouncements. My explanation is that for some, Trumpism is really more of a religion than a political movement. This still seems correct to me. Others, have completely different reasons for voting for Trump. For some, for instance, I really think they have seen zero change in their lives regardless of who is President and they have seen promises never kept by both parties. As a result, for them, the President is seen as “Chief Entertainment Officer” and Trump provides plenty of that. In terms of a religion, Trumpism is much more compatible with the values inherent in modern day business than is Christianity. In essence, in fact, Christianity is incompatible with business values. So, it’s quite understandable that Trumpism has become popular.

https://petersironwood.wordpress.com/2017/01/09/trumpism-is-a-new-religion/

The Crabs are Biting. 

The next blog post returns to a retrospective look at some of my childhood experiences and thoughts about how these experiences shed light on current events. In this case, I recount various “fishing” experiences and how seriously children think about the world. Are fish the only animals that can be caught with bait?

https://petersironwood.wordpress.com/2017/01/17/the-crabs-are-biting/

Parametric Recipes and American Democracy. 

A parametric recipe is my term for recipes that allow for a variety of ingredients. I like to make omelets, for instance. There are many different vegetables and cheeses that can be incorporated. The exact ingredients and proportions don’t matter. But there are things you would never want in any omelet – toxins, poisons, and things that simply make you sick to your stomach. Have we forgotten what is unacceptable in a democracy?

https://petersironwood.wordpress.com/2017/02/11/parametric-recipes-and-american-democracy/

Big Zig-Zag Canyon. 

This post begins with a recounting of a hike on Mt. Hood, near Portland, Oregon (which coincidentally is one of my favorite cities). The post is about how one’s expectations can be wrong about just how hard things can get — over and over.

https://petersironwood.wordpress.com/2017/02/20/big-zig-zag-canyon/

The Invisibility Cloak of Habit.

With experience we learn. That’s the good news. In some cases though, our previous experience leads us astray. In fact, in some cases, our previous experience just about blinds us to what is going on right before our eyes.

https://petersironwood.wordpress.com/2017/02/25/the-invisibility-cloak-of-habit/

City Mouse and Country Mouse.

At least in the USA, I know that a spectrum of political opinions occurs everywhere but that one of the greatest correlates of differences is whether a person lives in a rural or urban area. I don’t believe one of these venues is, in every way, superior to the other, but it does seem that the different situations should logically lead to different values that work well in that venue. 

https://petersironwood.wordpress.com/2017/03/04/city-mouse-and-country-mouse/

Math Class: Who Are You?

It strikes me that part of what feeds pathological greed — and perhaps as well the greed that we all fall prey too — is partly the result of a serious misconception about who we are and our relationship to the rest of the living earth.  Here are some back of the envelope calculations to put things in a more reasonable perspective.

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

The Great Race to the Finish!

Every human activity has both an instrumental/extrinsic value and an experiential/intrinsic value. In most cases, doing something as quickly as possible reduces its intrinsic value. It may or may not increase its extrinsic value although the financial interest behind the “Captains of Industry” always assume it does. Most of us are in something of a hurry most of the time. Why? Does it really make our lives more pleasurable? And, where are we rushing to?

https://petersironwood.wordpress.com/2017/03/24/the-great-race-to-the-finish/

Ripples.

Our decisions have long-lasting, perhaps eternal, consequences. Even mechanical ripples last a long time, but another human can multiply the input given a hundred fold so that the effect of any action can increase over time. Individual decisions can actually impact the evolution of the species as well.

https://petersironwood.wordpress.com/2017/04/11/ripples/

 Family Matters: Parts One, Two and Three.

A three part series exploring how the happenstance of our birthplace (over which we obviously have no control) has a huge and lasting influence on our lives.

https://petersironwood.wordpress.com/2017/04/30/family-matters-part-one/

https://petersironwood.wordpress.com/2017/05/11/family-matters-part-two-garlic-cloves-and-puffer-fish/

https://petersironwood.wordpress.com/2017/05/27/family-matters-part-3-the-whole-is-greater-than-the-sum-of-its-parts/

Claude the Radioman.

Claude refers to a toy soldier whose function was communication. As a small child, it was my least favorite because it had no weapon. As an adult, I think he has the most powerful one of all.

https://petersironwood.wordpress.com/2017/05/28/claude-the-radio-man/

Citizen Soldiers: Parts 1, 2, and 3. 

A three part series on the premise that, like it or not, we are all soldiers. Of course, it’s different to be in the actual military and be at a front. But, we are soldiers in the sense that we are at risk pretty much everywhere mainly from other human beings. We are soldiers as well in the sense that our actions are important determiners of the outcome. We need to be smart as well as loyal.

https://petersironwood.wordpress.com/2017/06/07/citizen-soldiers-1-early-enlistment-no-retirement/

https://petersironwood.wordpress.com/2017/06/16/citizen-soldiers-part-two-boot-camp/

https://petersironwood.wordpress.com/2017/06/24/citizen-soldiers-3-galoshes-in-the-gutters/

Pies on Offer: Rhubarb & Mincemeat.

Are you focused on grabbing the biggest piece of pie you can? Or, are you more interested in baking more pies and inventing new kinds of pies?

https://petersironwood.wordpress.com/2017/07/20/pies-on-offer-rhubarb-mincemeat/

What if … ?

A speculation that in reality, Americans have much much more in common with each other than they think they do. The politicians and the media both have a vested interest in making people think they are farther apart on more issues than they really are.

https://petersironwood.wordpress.com/2017/07/21/what-if/

If Only…

This is 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/

Only You…

An examination of our responsibilities and the impact of our actions.

https://petersironwood.wordpress.com/2017/08/08/only-you/

You Fool!

A recounting of some of the many ways in which we humans are subject to being fooled.

 

https://petersironwood.wordpress.com/2017/08/15/you-fool/

Fool Me!

Mainly, this post focuses on the power of stories. There is an ethical difference, at least to me, between presenting a fascinating or inspiring story and presenting the same story as fact.

https://petersironwood.wordpress.com/2017/08/24/fool-me/

Me Too. 

This post is about the natural tendency of people to want to be part of a larger social action. Most people drive in stop-and-go traffic in a non-optimal way. This offers a better method.

https://petersironwood.wordpress.com/2017/08/27/me-too/

Too Much!

Human productivity does not go up monotonically with increasing stress. Studies have been around for decades showing that people are more productive working 30 hours a week than 50. Why do so many companies then push for 50 or more hours a week?

https://petersironwood.com/2017/09/03/too-much/

Much Lost.

Why do we grieve at the loss of another? Why do we even get attached to objects?

https://petersironwood.wordpress.com/2017/09/10/much-lost/

Lost Horizons. 

Have we modern humans lost our ability to make decisions based on a very broad, very long-term look? Doesn’t it seem natural for every generation of every species to try to make life better for the next?

https://petersironwood.wordpress.com/2017/09/17/lost-horizon/

Horizons University. 

What would it be like to build a University that focused on expanding a person’s horizons in every dimension they would be interested in? What if it focused on finding, and formulating as well as solving problems using existing knowledge and procedures?

https://petersironwood.wordpress.com/2017/09/25/horizons-university/

You Know. 

Which wolf do you feed? The “bad” wolf or the “good” wolf. Of course, sometimes, decisions involved complex trade-offs, but sometimes we “know” what the right thing to do is and instead do the convenient or selfish thing.

https://petersironwood.wordpress.com/2017/10/02/you-know/

Know What? 

The first of a series of blogs that considers how various aspects of social media, combined with anonymity, not having face to face communication (with its abundant affordances), the concentration of much of the media control in a few very large multi-nationals, the filtering and bandwagon algorithms of social media, and other factors all conspire to further divide people.

https://petersironwood.wordpress.com/2017/10/08/know-what/

https://petersironwood.wordpress.com/2017/10/16/whats-new/

https://petersironwood.wordpress.com/2017/10/23/new-fools/

https://petersironwood.wordpress.com/2017/10/31/fools-gold/

Gold Standard.

Every age has its pluses and minuses. Some folks today seem to feel we’ve moved too far too fast and that we should “rewind” to a better time. Interesting, but there hasn’t been a better time. The world today is hugely complex and inter-dependent. That’s the way it is. If we try to obviate all that interdependence, we will not go back to 1950 or 1890 but back to 5000 BC. Instead, what can we do to encourage civility and to distinguish news versus fake news?

https://petersironwood.wordpress.com/2017/11/07/gold-standard/

Standard Issue. 

What are some ways that social media could be changed to encourage greater civility?

https://petersironwood.wordpress.com/2017/11/13/standard-issue/

Issue Resolution.

Perhaps the experience of others was different, but I learned very little in formal school classrooms about ways to resolve conflicts. Yet, much is known beyond simple compromise, using external authority or force of arms. This posts focuses on some of those with pointers to longer descriptions of the techniques.

https://petersironwood.wordpress.com/2017/11/19/issue-resolution/

Resolution: Create! 

This post encourages a more creative look at issue resolution. I believe that more progress can be made by people working together than by even a 10x increase in Facebook posts to convince everyone else that they are wrong.

https://petersironwood.wordpress.com/2017/11/26/resolution-create/

Create Peace.

First of a series of blogs about the pros and cons of war and peace. Spoiler alert: war is a horrible option. We really need to get our act together to do better. People sometimes have trouble reaching agreement, but that process should be facilitate by diplomatic experts and leaders who are looking at the big picture. Some so-called “leaders” are intent on consolidating and extending their own power. Historically, that’s when power-hungry people declare war. Some might label such people SHRUGS – Super-Hyper Really Ultra Greedy Swindlers.

https://petersironwood.wordpress.com/2017/12/05/create-peace/

https://petersironwood.wordpress.com/2017/12/13/peace-love-part-one-casualty-count/

https://petersironwood.wordpress.com/2017/12/14/peace-and-love-part-2-shrugs-shills/

https://petersironwood.wordpress.com/2017/12/16/peace-love-3-shrugging-off-the-shrugs/

https://petersironwood.wordpress.com/2017/12/20/love-all/

All…what? 

Where are we headed? Is there any hope? I would say yes though we are in dark times. The light will return, if not today or tomorrow, some day.

https://petersironwood.wordpress.com/2017/12/25/all-what/

 

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Love All.

20 Wednesday Dec 2017

Posted by petersironwood in America, psychology, Uncategorized

≈ 1 Comment

Tags

competition, creativity, innovation, learning, life, military, politics, science

 

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Love All. Hmm.

I don’t feel very loving toward people who are SHRUGS and pretending to be SHILLS, especially when they are using the trust we gave them as being public officials not to betray their country’s interest. Is there really a way to love all?

I think it is quite possible to love the totality of something without loving each and every part. A person might, for example, love their body but hate that big mole. They might really like their car but hate its squeaky rattle. They might love all of humanity yet hate so much of what one person does it is impossible to feel love for that part of it. At least I feel that way. I love the forest but hate deer flies, though it is a qualified hate. Once I’m back indoors, I don’t dwell on the fact that they’re still out there sucking blood from deer or hikers. There is a bit of humor and even admiration for the damned things. You would think it would be pretty easy for humans to outsmart them and yet…they are very hard to catch. The one trick I did develop was to wait till they landed on the back of my neck and then smack them quickly with my hand, stunning them. When they awoke, I would explain to them that if they didn’t immediately cease and desist, I would crush them. But they never responded so I crushed them anyway.

There are several aspects of love and one is understanding. They are not equivalent of course, but understanding seems good in any case. I can reach the point of trying to understand deer flies or SHRUGS. Beyond that, I cannot go.

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Teddy Roosevelt is famously purported to have said, “Speak softly and carry a big stick.” Let’s examine this a little further in the context of contemporary international relations. The United States is, or at least was until recently, the “world’s only remaining superpower.” That’s what we told ourselves. We certainly spend the most of any country on the military. Our military strength is also built on having a well-educated populace, superior technology, excellent training, and, considering that the military has a “military culture,” it is fact-based. After operations, initiatives, mistakes, successes, the military conducts “after action reviews.” In other words, there are mechanisms in place, to realize that human beings make errors and the important things are to try to avoid them and then to learn from them. The military, like much of American culture, strives to be a meritocracy.

How on earth does it make sense to “shout loudly and carry a teeny stick.”? But at least some of the SHRUGS seem hell-bent on just such a course. There is certainly a lot of “shout loudly” but isn’t there a promise to spend more on the military? Yes, but — superior military depends on many things besides money. It depends on having superior technology. Having superior technology depends on, among other things, attracting the best minds from around the world to a country they find attractive and accepting. Executive orders already made many people feel less welcome. This was followed by a Congressional-sponsored Theft Bill which made it virtually impossible for anyone but the richest to attend graduate school.

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Strike One. Notice, I did not say the most able, or creative, or hardest working. No, the richest. Well, apart from the mind-numbing unfairness and transparent self-interest, it is a death sentence to the USA having a long term lead in biotechnology, computer science including cryptography and cybersecurity, nanotechnology, and artificial intelligence. Breakthroughs in any one of these fields could render our nuclear arms useless or worse (e.g., our systems “think” they are launching to other targets when in fact they are all aimed at other cities in the US). That’s Strike One.

Strike Two. And in every other branchlet of the executive, the message has gone out loud and clear that promotions and possibly even firings will depend more on loyalty and less on merit. These government agencies will necessarily be less effective and as the general quality of the career public servants plummets, the few remaining effective people will become more and more frustrated and also leave making the race to the bottom of quality all the faster. These other branches of the executive include many that have a direct impact on the quality of the military.

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Strike Three Believe it or not, it matters what people feel they are fighting for. If all of what America “stands for” is unbridled greed so that more and more of the world’s resources can be funneled without objection into the pockets of the world’s richest, the soldiers don’t really care to go the extra mile. Why should they?

So the combination of these three factors: damaging science, making government inefficient, and destroying morale will weaken the military in its effectiveness but increase the chances of a world-destroying mistake.

So, yeah, I can’t quite get there yet with the “Love All.”


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Create Peace!

05 Tuesday Dec 2017

Posted by petersironwood in America, apocalypse, family, Uncategorized

≈ 9 Comments

Tags

civil discource, Democracy, history, innovation, learning, life, politics

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Monday, I had so-called secondary cataracts lasered off the back of the membrane that holds in my clear plastic lens. I now feel that my vision, in terms of acuity, is the best it has been in my entire life. Just let that sink in for a moment. I’m 72 years old and experiencing the best my vision has ever been in terms of detail. My grandfather was an artist. When in his 60’s, he developed cataracts. He had surgery but his results were disappointing; the results are far better today. I am not sure he was even checked for secondary cataracts. His vision at 72 was frighteningly bad — especially when he drove. Wednesday, I played tennis for the first time since the laser treatment. The little fuzz hairs on the chartreuse ball, the grimace on the opponent’s face, the serve that misses the mark by a half inch and I can call it out because I am 100% certain it’s out- this is the joy of good vision, or at least a tiny sampling thereof. The result of Monday’s surgery is a moment to moment miracle for me personally, but it is also a miracle in cooperation across many kinds of borders.

It so happens one of my former colleagues at IBM Research, Jim Wynne was one of the co-inventors of laser surgery. People that do this procedure, or any other avant-garde medical procedure, typically share information around the world. They do this to benefit everyone, themselves included. Progress works best when information is shared. Over time, a very complex process has been developed in science to help insure that only truthful information is shared and that the most important information is more widely distributed (not necessarily the most sensational information). The system also provides a nice balance of tools for the researcher to find the information most relevant to what he is doing and tools for the publishers of information to guide it in directions likely to find interested consumers/reactors to that information.

People sometimes disagree in the scientific community about something, but violence rarely breaks out! Why? Because everyone values the truth? Well, that is part of it. Most people in the scientific community do respect the truth pretty much above all else. But not everyone feels that way all the time. So, just as the American Constitution is designed to provide good governance despite selfish or evil intentions of particular individuals, so too, the scientific community has processes and procedures to resolve differences and, for the most part, those processes and procedures work very well even if a particular scientist fakes data, say. He or she will be found out. And they will be held accountable. Even if they are not fired, their reputation is forever sullied in their scientific community.

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There is a downside to settling differences the way the scientific community does. It can take time. In fact, almost every method of settling differences takes time. This should not be surprising. But let’s just make sure it’s front of mind. The only method that can resolve things extremely quickly is total power hierarchical chain of command. That’s its rep at least. But does it really work? Let’s just take another look at that. Imagine two hypothetical countries, let’s arbitrarily call them Russia and America just for fun. Let’s imagine that one of these countries — let’s say Russia — is essentially headed by a dictator who wants to exert personal control over the country. The dictator has an advantage of being able to decide things quickly and exert power over the press. Now, imagine that there are nuclear disasters in both countries. How are these handled?

In a dictatorship, it might take time for the truth to even be known that there was a nuclear disaster. People in charge of a nuclear plant will not want to let anyone else know. Eventually, of course, the truth will out. Eventually, the dictator will know. But the dictator will lie about it and then try to minimize what happened. This is really evil. People world-wide and probably even within Russia will fail to take adequate steps to minimize injury and will also fail to learn how to prevent such accidents in the future; they will fail to have the information available to make intelligent trade-offs about safety versus having a renewable energy source. If the Russian government lies about where and how much radiation leaked, then it also means people’s health will continue to be worse than it otherwise could be. People will be led to believe certain places are safe to live even though they are not. Mutations in the genes will cause medical problems for generations to come. The total cost of attempting to hide and obscure information about the nuclear accident will outweigh the initial cost of the disaster.

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In a democratic country with a free press such as America still has, it will be much more difficult for the government to hide and obscure information. People in America will learn far faster about the proper tradeoffs between safety and renewable energy. More will be learned about how to recover from nuclear accidents as well as how to prevent them. Having a free society doesn’t mean there won’t be mistakes. Of course, there will be. But we can all learn from them much more easily than we can in a fascist state.

Dictatorships almost always promulgate wars and violence. By getting everyone in a country to see enemies “out there”, and by being at war, anyone who disagrees or tries to work against the war is jailed for the excuse of being a “traitor.” The populace may be bombed, taxed, and conscripted — but they are brainwashed into believing it is all for a good cause. Meanwhile, people are too busy scrambling to stay alive to ask themselves who actually benefits from the war. In most cases, only a very small percentage of the population of a state benefits from war. But everyone in the nation feels it’s time for celebration when a major victory is “won” even though that “win” probably costs hundreds, thousands or even millions of innocent human lives.

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In the long run, I have no doubt whatever that democracy will prevail over autocracy. Though not the main topic of this post, I’ll outline the argument briefly. Dictatorships bring out the worst in people and especially where novelty and creativity are necessary. Yes, you can build pyramids with slave labor but you cannot really invent the transistor with it. When people are stressed to deliver exactly what is required on a short fuse, they will tend to stick to the tried and true. It isn’t just technological innovation that lags behind under dictatorship; it is also learning about every craft, every process, every art. Since income and privilege are so unevenly distributed in a dictatorship, it will always be the case that the dictator is inches from being mobbed and killed. In order to secure their position, they see their chief enemy as a free press and dictators will do just about anything to destroy truth. While this may keep them on their throne longer, it has the unfortunate side-effect of making it much more difficult for everyone in the society to learn from their mistakes or to make good decisions about anything. Being fed false information over a long period of time ruins people’s intuitions about what’s what. Although dictatorships claim to have the advantage of efficiency because of speed of decision making and centralized coordination, in point of fact, the dictatorship becomes more inefficient over time, both due to a lessened creativity but also just the general incompetence implied by “might makes right.” At every point in the hierarchy, there will be a growing likelihood of that position being filled by a power-hungry individual rather than one interested in getting the job done. Of course, these two goals are not always in direct conflict, but generally speaking they lead in somewhat different directions. Bureaucracies come to be more and more staffed with incompetents who have “powerful friends” rather than people who are more competent. Almost all decisions are better when the input of all who have knowledge are consulted. But the bully in power doesn’t want to do this. In his mind, gathering the opinions of experts just reinforces the fact that the bully is not an expert. Knowing how petty and egomaniacal the tyrant is, on rare occasions when he does ask for opinions, most of his underlings will try to guess what the tyrant wants to do (or, when possible, what will enhance their own position) and state that. So, first of all the type of social interaction that predominates in these two governmental forms is quite different. In the democratic case, people are focused primarily on how to identify and solve problems. In the autocratic case, people’s attention will be on kissing ass, figuring out how to advance their position, how to avoid making a mistake, how to pin the blame on someone else if they do make a mistake. Of course, both types of thinking take place in both a meritocracy and an autocracy, but how can there not be a correlation between prevalence of type of action and what is valued in the society? For these reasons, whatever initial advantage a particular autocratic nation may have had will soon be lost and that nation will tend to be surpassed by democratic ones.

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Autocratic nations at that point (or slightly before once losing position becomes clear) will decide  under the autocrat’s authority that it’s time to go to war. All sorts of reasons may be given to try to rationalize why there needs to be war but the real reason is always the same: to maintain or consolidate the power of the autocrat. There may have been a time when kings and queens physically led their troops in battle but that is not happening today. The autocrat knows he will be safe as long as possible. Lots of other people will die, but who cares?

So, therein lies the puzzle. Let’s posit that other things being equal, most people would rather live in peace than war. Most people would prefer not having their friends and neighbors shot dead in front of them. Most people would prefer not having their homes and fields destroyed by bombs and flames. Most people would prefer not having to give up their own dreams and ambitions in order to fulfill a military goal. But even if we assume peace is more desirable than war, what can be done to avoid war when autocratic nations are determined to go to war?

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There may be alternative answers to this question but one answer seems obvious: the international community — the entire population of the planet —  should work to ensure that all nations are ruled by some variant of democracy. If that happens, it won’t necessarily put an end to all wars, but two democratic nations at least have the possibility of talking through their disagreements because they both value truth over power. Autocratic nations, on the other hand, will eventually fall behind economically and in pretty much every other way because of the inherent inefficiency of dictatorships. So, those countries will necessarily go to war because that will be the only way a dictator sees to keep power.

In some cases, a deal might be made between many democracies and a dictator. Essentially, the democracies might say, “Hey, we’ll help keep you in power but don’t go to war (or at lest, not too much, and definitely not with us) or otherwise thwart our interests. Because if you do, we will crush you.” So, the dictator who is a successful bully in his country cannot pull that off on the international stage. The bully/dictator will probably make a condition of his being propped up and beholden to the democracies that that fact not be made known to the people of his own country. The bully/dictator will posture and speechify (and more recently tweet) that he is in control and has everyone else over a barrel. The only thing that the dictator (and its supporters) really value is power. So, the bully/dictator must keep up the illusion that he has power. Otherwise, his supporters will simply dessert him or her.

So we have a somewhat uneasy peace between dictators and the democratic countries of the world. The democratic countries typically don’t want war. Unless they are able to lie convincingly about the war and/or keep domestic casualties to a minimum, they’ll be voted out of office. This is why the US, for instance, engages in bombing, drones, or small strike forces rather than sending thousands of people out to die in a ground war. Those moves prove very unpopular. Most people don’t like seeing their friends and relatives come back in body bags.

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Dictators don’t really care how many civilians are killed so long as there are sufficient protections and compensations for them and their supporters. They can’t be voted out of office by the population as a whole. Democratic countries realize that having a dictator in charge of any country is a potential threat to them because the dictator has far less to lose in a war, other things being equal. Of course, they are not equal and collectively, the democracies of the world enjoy a higher standard of living. The dictators don’t really care because they can always steal enough from their own people to keep themselves and their handful of supporters happy. But if any dictatorship creates a hazard for democracies, why let them survive? Why don’t all the democracies simply get together and eliminate all the dictatorships by force? Although non-peaceful and destructive in the short terms, wouldn’t there be more peace in the long term?

Not necessarily. It is possible for a democracy to become a dictatorship. The way that works is fairly simple. A candidate in a democracy appears or pretends to be an ordinary candidate who is “playing the game” of democracy. If such a candidate comes to power however, they will immediately wage a campaign that has absolutely nothing to do with improving their country (though they may claim that) but has everything to do with consolidating their power; i.e., making them a dictator. For example, they will see which people in the democracy are statistically likely to vote for them. These people will be favored over people who are statistically unlikely to vote for them. The latter will be disadvantaged economically and various roadblocks will be enacted to prevent them from voting. Government positions will not be filled by those most experienced or most able to fill the roles. Instead, government positions will be filled by those most willing to forgo a sense of duty to the common good of the citizens and instead to subjugate such motives to absolute loyalty to the would-be dictator. In many cases, the dictator will fill important roles with family and personal friends regardless of how incompetent such people are to fill the post they are supposed to be assigned to.

The free press will come under attack at the same time the would-be dictator spews forth a string of “big lies.” Political opponents will come under attack; in many cases, they will be accused of crimes. However absurd such charges will be, the loyal backers of the would-be dictator will join the chorus of accusers. The would-be dictator will also try to fill courts with people whose decisions are based only loosely on the law or the facts of particular cases, but who are willing to hand down decisions based on what will help the dictator consolidate their power. In some cases, this means putting political opponents in jail. In other cases, it means handing down decisions that simply make life extremely difficult for those who would vote the dictator out of power. For example, let’s imagine a country where there are people of different colors. (It doesn’t really matter much what the difference is; it could be religion, region, origin, color, style of walking, education level or all of the above). What matters is that there is a statistical difference in voting patterns. Suppose, people whose skin is colored green vote for the dictator while people whose skin is colored purple do not typically vote for the dictator. Then, people who are colored purple will be vilified, lied about, and, thanks to the courts, incarcerated much more often and for much longer than green people. The lies about purple people will be initially seen as absurd and ridiculous. But after constant repetition for years and years, even gray people and pink people will begin to wonder. (And of course, the would be dictator’s supporters — largely green folk — will immediately take it on faith that purple people all deserve to be in prison).

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I’ve already mentioned that such dictatorships are ultimately inefficient and don’t really work very well from a practical standpoint. Beyond that, they are much more horrible to live under for most people than are democracies. And, beyond that, they almost always will end up in wars. Dictatorships kill. Often, democracies do as well. But it isn’t a requirement for a democracy to get into a war. Dictatorships will always strive toward war. So, part of creating “Peace on Earth” is to prevent dictatorships from arising from democracies. This is apparently harder than it would seem. Part of the reason is that most people who have grown up in a democracy have been taught to “play by the rules” and to cooperate. They tend to assume that others will do the same. The would be dictator pretends to play by the rules, but in fact, will break absolutely any rule to consolidate power for themselves. In most cases, there are plenty of signs that the would be dictator is just that. In today’s world, there are many public records of behavior from tweets to tax records that give insights into the character of a candidate. No dictator, no matter how clever, or well-connected can possibly come to power without the willing support of a substantial fraction of people in the democracy. Remember that Hitler was initially voted into power and so were many other dictators.

We must therefore ask ourselves the question why people would vote in someone who wants to be a dictator. Why would people give up democracy for autocracy? There are many possible reasons; these reasons need not be the same for everyone. Some people in a democracy may feel that they are “losers.” Since democracy is not “working for them,” they are willing to try anything else if it might mean they will now be “winners.” This is not completely irrational. After all, if someone has voted for various seemingly different stripes of competent candidates who are playing the “democracy game” and yet, the voter’s real purchasing power continues to fall, why not try someone playing some other game? Maybe things will be better. Of course, the would-be dictator plays into this and tells such voters that their lives will be so much better once the dictator is in charge. In some cases, the would be dictator will blame other groups of people; in Hitler’s case, for instance, he mainly railed against Jews. In our hypothetical case, recall that it was the purple people who are responsible for all the bad in the world.

I think some people don’t believe anything the would-be dictator says. They actually see right through the childish lies. However, some believe that once a dictator is in charge, they too can literally get away with murder. Such a supporter can become a corrupt judge, police officer, petty bureaucrat and then kiss ass and lie and manipulate until they reach a position of personal power that allows them to force sexual favors, destroy lives, demand respect etc. While everyone probably has an element of this nastiness in them, most people work against it and try to feed “the good wolf” within them. A few people, however, just say, in effect, “Hell with it! I’m going to feed the bad wolf!” And so they do. In many cases, their fantasy never actually materializes. All it takes, after all, is one misstep and they piss off their superior. In fact, they might not even make any missteps. All that happens is that they are a handy scape-goat for their superior.

Some people who support the would be dictator do not feel as though they are losers at all. They are already rich and powerful. They literally have everything they need and nearly everything they could even imagine wanting. However, they may have gotten all this and feel immensely lucky. But luck can change. And, it is a normal human tendency, if you have 435 pies and your neighbor has zero pies to feel as though you should share some of the 435 pies. Most of us would normally do that. But some people instead keep all 435 pies and instead come up with a rationalization for keeping them all. “Well, you know, that next door neighbor of mine is purple and we know that once they get one pie, they will want more!” Or, “My next door neighbor doesn’t have any pies because he never learned to make any! Why should I give him mine?” Or, “My next door neighbor isn’t really a Christian. He doesn’t deserve any pies.” Or…well, you are probably just as good at making up bogus excuses as the next person. This kind of supporter of the would be dictator wants a system in which keeping the 435 pies is seen as the “right thing to do” rather than the rather selfish and cowardly act that it actually is.

A variety of other rationales, excuses, reasons etc. help prop up an unpopular dictator among his or her supporters. But how can we help prevent democracy from devolving into dictatorship? There will never be world-wide peace until we can solve that puzzle. We certainly cannot expect that the would be dictators will simply wake up one morning and say to themselves, “Gee. I’ve been focused way too much on enhancing my own power. I need to think about what I can really do to help my country.” Or, “Gee. It just occurs to me that if everyone acted as I do, we humans would never have invented the wheel or controlled fire. We’d be little more than chimps throwing feces at each other. I’d better change.” No, that kind of insight is not going to happen. It might be, as Socrates purportedly said, that the unexamined life is not worth living. But the would-be dictator just uses that as motivation to make as sure as possible that no-one else’s life is worth living either.

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In order to solve problems, people tend to focus their attention on what is different. We ask ourselves how this situation is different or how that person is different or which car has more horsepower or which stock will likely have a better ROI. We seldom think about how people are the same or what cars, in general, do to us and the environment or why we have a stock market. So too, when it comes to people we immediately gravitate toward what is different among people. When it comes to collective decisions, we tend to focus on how we differ. What would happen if, instead, we focused first on how we were the same? What if we went through a process that helped us identify what is similar or even identical in what we wanted and then worked together on ways to make those things more likely to become true? In other words, what if we identified and solved problems rather than characterizing each other in unflattering and overblown terms? On some items, maybe we would not agree. But to me, it seems exceedingly likely that any two people would find things that they did agree were desirable states of affair.

If that hypothesis is true, then, what would happen if these two people worked together to try to bring those states of affair into existence? It seems to me likely that they would make some progress toward their mutual goals. In the process, they would come to trust each other more. If they saw the world in different ways, or had different ideas how to proceed, could they not find a peaceful way to resolve those differences and continue to make progress? Wouldn’t they continue to learn from each other? If they worked together using a peaceful process on a problem — however large or small — it seems to me that they would be likely to plant seeds of peace on a small scale that could contribute to peace on a much, much larger scale.

We can do this. I see it quite clearly now.


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