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Systems Thinking: Positive Feedback Loops

17 Wednesday Dec 2025

Posted by petersironwood in America, creativity, psychology, Uncategorized

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Systems Thinking: Positive Feedback Loops

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One of the most important tools of thought that anyone can learn: “Systems Thinking.” I touched on this in yesterday’s post “And Then What.” I pointed out that when you take an action that impacts a system such as a human being, a family, or a country, it often does not react in a mechanical way. 

Here are some examples. For many years, the United States and the USSR were involved in a cold war arms race. Every time the USSR added more nuclear missiles to their arsenal, the people in America felt less safe. Since they felt less safe, they increased their armaments. When the USA increased nuclear weapons, this made the Soviet Union feel less safe so they increased their arms again and so on. This is what is known in Systems Thinking as a “Positive Feedback Loop.” It is also popularly known as a “Vicious Circle” or “Vicious Cycle.” 

Let’s say that you are in pretty good shape physically and regularly run, play tennis, or work out. The more you exercise (up to a point), the better you feel. Feeling better makes you feel more like exercise and more exercise makes you feel better. People call this a “Virtuous Cycle” or “Virtuous Circle” because we think the outcome is good. But formally, it is the same kind of cycle. 

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The most important thing to recognize about a Positive Feedback Loop is that it can be run in either direction. At some point, the US reduced their nuclear arsenal and this decreased the perceived threat to folks in the Soviet Union so the soviets felt that they could also reduce their nuclear arsenal which in turn, made people in the US feel safer and led to further reductions and so on. 

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Similarly, if you stop exercising for a month, you will tend to feel pretty crappy. Feeling crappy makes you feel less like exercising and this in turn makes you exercise less which in turn makes you even more out of shape, feel worse and be even less likely to exercise. You can break such a “vicious circle” by starting to exercise – even it it’s just a little to start moving the circle in the “virtuous” direction. (Incidentally, that’s why I wrote “Fit in Bits” which describes many easy exercises to get you started). 

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“Vicious circles” also often cause disagreements to escalate into arguments and arguments into fights. Each person feels “obligated” not to “give in” and the nastier their opponent becomes, the nastier they become. 

“Fawlty Towers” (https://en.wikipedia.org/wiki/Fawlty_Towers), a British sit-com uses “Positive Feedback Loops” in the escalating action of the comedy plots. John Cleese plays the co-owner Basil (with his wife, Sybil) of a small hotel. Typically, John Cleese makes some rather trivial but somewhat embarrassing mistake which he wants to hide from his wife. In the course of trying to cover up this rather small mistake, he has to lie, avoid, or obfuscate. This causes an even more egregious mistake which makes him even more embarrassed so he must result to still more outlandish lies and trickery in order to cover up the second mistake which in turn causes an even bigger mistake, and so on. 

That pattern of behavior reminds me of the current POTUS who is famously unable to admit to an error or lie and uses a second and bigger error or lie to try to cover up the first lie and so on. He seems, in fact, completely incapable of “systems thinking.” 

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For example, he may see (and exaggerate) a real, but containable threat such as a trade deficit. He sees the US send more money out of the country than the US takes in from trade. That’s a legitimate issue. But the approach he takes is to ZAP the other parties by slapping on tariffs without any real appreciation of the fact that our trading partners are extremely unlikely to react to tariffs on their products by simply doing nothing. One could use logic, empathy, or a look at history to determine that what is much more likely is that the other countries will put tariffs on our goods (which, of course, is precisely what happened). 

Similarly, he demands absolute loyalty. He repeatedly puts himself and his own interests above the law, the Constitution, the good of the country and the good of his party. He expects everyone loyal to him to do the same. But he betrays these loyal appointees, friends, and wives whenever it suits him. He thinks he is being “smart” by doing what seems to be in his best interest at that moment. But what he fails to see is that by being disloyal to so many people who have been mainly loyal to him, he encourages his so-called “allies” to only be loyal to him while it suits their interests.  

In the Pattern “Reality Check,” I point out that such behavior is an occupational hazard for dictators. Apparently, it can even be such a hazard for would-be dictators as well. By surrounding himself with those who always lie, cover for him, laud him, cater to his insane whims, etc., such a dictator (or would-be dictator) loses touch with what is really going on. He becomes more and more disconnected from sensible action yet those who remain loyal must say and do more and more outrageous things to keep the dictator from finding out just how bad things really are. Eventually, the Emperor with no clothes may die of hypothermia because no-one has the courage to tell him that he’s actually wearing no protection against the elements! 

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Positive feedback loops exist in purely natural systems as well as biological and social systems. For example, increased global mean temperatures mean less arctic ice which means more solar radiation will be absorbed by the earth’s dark oceans rather than reflected back into space by the white ice and snow. This, of course, makes the earth hotter still. In addition, the thawing of tracts of arctic tundra also releases more methane gas into the atmosphere which is even more effective at trapping the earth’s heat than is carbon dioxide. Global climate change also makes forest fires more prevalent which directly spews more carbon dioxide into the air and reduces the number of trees that help mitigate the emissions of carbon dioxide by turning it into oxygen through photosynthesis.

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A concept closely related to “Vicious Cycles” is that of “Cognitive Dissonance.” Basically, people like to believe that they are honest and competent. Much like John Cleese (Basil) in Falwty Towers, once they do something dishonest or incompetent, their first reaction is not to believe that they did something dishonest or incompetent. They will now try to distort reality by misperceiving, mis-remembering, or distracting. 

For example, at the height of the Vietnam War, I was horrified at the beatings perpetrated by the police on peaceful protestors at the Democratic National Convention. I was also disturbed at the techniques the Democrats used at their convention to silence the voices of dissension within the convention. Candidate Nixon claimed he had a “secret plan” to end the War in Vietnam. I voted for Nixon. As it became clear that Nixon was a crook, I decided that I had made a mistake voting for the man. But I could have taken another path which would be to “double down” on the original mistake by continuing to support Nixon and dismiss all the growing evidence of his misdeeds. As his malfeasance became more and more egregious, it made the egregiousness of my original mistake of voting for him grow as well. So, it would be possible to become ever more invested in not believing the overwhelming evidence of his treachery. (Now, it turns out, it was even worse than we knew at the time. He actively thwarted the peace efforts of Johnson!). Perhaps because I’ve been trained as a scientist and science values the truth very highly, I did not fall prey to that particular instance of “Cognitive Dissonance.” I readily admitted it was a stupid mistake to vote for Nixon. 

Of course, today, we see many people not just backed into a corner to support the current POTUS but backed into a corner of a corner. Instead of believing that a liar is lying, they protect their “integrity” by insisting that everything and everyone else is lying: the newspapers, the reporters, his opposition, people in other countries, his former business partners, his former customers, the CIA, the FBI, the NSA. Ironically, for some people, it would be easier to admit that voting for a slightly inferior candidate was a mistake than to admit that voting for a hugely inferior candidate was a mistake. Voting for a slightly inferior candidate is easily understood but if they voted for a candidate that bad and bad in so many ways it was a huge error. And now, as each new revelation comes to light, it is more and more and more embarrassing to admit what a huge mistake it was.  

Another common example of a “Vicious Circle” is addiction. A small amount of alcohol, nicotine or heroine makes you feel better. But taking the drug increases your tolerance for it. So, next time, to feel better, you need to take a little more. Taking a little more increases your tolerance still further so now you need to take a still higher dosage in order to feel better. When you do, however, your tolerance increases still more. Whether it is drugs, gambling, addictive sex, or unbridled greed, the mechanism is the same. You need more and more and more over time due to the nature of the “Positive Feedback Loop.” 

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A similar mechanism may be at work in the minds of apologists for the NRA (National Rifle Association). As more and more innocent people are killed partly because of easy access to guns, the mistake of supporting the NRA in their refusal to support mandatory vetting, training, and competency demonstrations for gun owners becomes an ever-more obviously egregious error. But, rather than making this more likely for supporters to admit to such an error and therefore change their position, every new slew of innocent children killed for no reason makes them actually less likely to change their position. According to Cognitive Dissonance, every such death makes their earlier decision worse – unless there is some counter-balancing argument. As the number of innocent deaths arises, and indeed, as more and more evidence of the perfidy of the NRA becomes clear, many who previously supported the NRA become ever more entrenched because they “buy into” the great value of unlimited access to guns ever more. Why? They continue their support because not to do so makes them complicit in more and more horrendous crimes.  

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If you can see such patterns in your own behavior and in others, you can better choose the correct course of action for yourself and be more thoughtful in how you communicate with others about their errors. Hint: Trying to make people feel more guilty for their stupid decisions will likely backfire. 

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And, then what?

16 Tuesday Dec 2025

Posted by petersironwood in creativity, psychology, Uncategorized

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And then what? 

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When it comes to increasing the drama in TV crime shows, westerns, and spy thrillers, both the brilliant, evil villain and the smart, brave, good-looking protagonist display one common and remarkable weakness: they rush into action without much thought as to the possible consequences of their actions. 

Here’s a scene that you and I have probably seen a thousand times. The hero has a gun drawn and a bead on “The Evil One” but the Evil One has a knife to the throat of the friend or lover of The Hero. The Evil One, as both we in the audience and The Hero know, cannot be trusted. Most likely, The Evil One has caused the death of many people already, is treacherous, and lies as easily as most people breathe. Nonetheless, The Evil One promises to release the hero’s friend or lover provided only that The Hero put down their gun and slide it over to The Evil One. And The Hero complies! Often, The Hero will elicit a “promise” from The Evil One: “OK, I’ll give you my gun, but you have to let them go!” The Evil One, for whom promises mean nothing, “promises” and then The Hero slides the gun over. At this point, The Evil One is obviously free to kill both The Hero and their friend or lover immediately. Instead, The Evil One will begin chatting them up. This allows time for magic, skill, accident, God, unknown allies, or brilliance to turn the tables on The Evil One.

 

 

 

 

Here’s another scene that we’ve both witnessed. The Hero suddenly finds out some crucial piece of information that lets them know the whereabouts of The Evil One. Often this is an abandoned warehouse filled to the brim with minions of The Evil One. But, it might be the cave deep beneath the island stronghold of The Evil One; a stronghold filled to the brim with his minions. The Hero rushes in with a woefully inadequate force and without informing anyone concerning his whereabouts. He or she confronts The Evil One who not only confesses to past misdeeds but outlines their future plans to The Hero as well. 

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In the TV series or the movies, the sequence of events is determined by the writer(s) so even though The Hero faces impossible odds, he or she will almost certainly overcome those impossible odds. That makes for an exciting story!

But in life? 

In real life, you’ll typically do a lot better if you think about the likely consequences of your actions. 

Sometimes, people fail to do this because they have simply never developed the habit of thinking ahead. 

Sometimes, people let their wishes completely color their decisions. For instance, an addicted gambler, despite their actual experience, believes that gambling more will result in a favorable outcome for them rather than the truth which would be that there is an extremely small chance that they will win overall. 

Sometimes, people are too ignorant to realize that there are potential negative consequences. For instance, when I was a youngster, I had a “glow in the dark” watch and cross; each glowed partly because of radium. I enjoyed putting these right up to my eyes in order to observe the flashes of individual photons. I also put together model airplanes with glue. When I applied too much glue, I dissolved it with Carbon Tetra-choloride. I loved the exotic smell of Carbon Tet. Now, it is deemed too dangerous to be used in this way. 

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In many cases, it seems to me that people do think about consequences but use an overly simple model of reality on which to base their predictions. In particular, people often treat individuals and social systems as mechanical systems and base their decisions on those mechanical models rather than actuality. For example, your kid does not, in your opinion, eat enough broccoli so you simply force them to eat broccoli. Your “prediction” of the consequences of this may include that the kid will eat more broccoli, be healthier, eventually like broccoli, etc. Depending on the individual child, it may be that none of these will actually occur. In some cases, it may even happen that the exact opposite of your goals will be achieved. The kid may eat less broccoli, be unhealthier, and hate broccoli more than ever. There are many other possible consequences as well. The kid may end up hating meals with the family or hating you or hating the color green. 

When it comes to individuals and social systems, it is hard to know what the net effect might be. Often though, the most significant cognitive problem that people have is that they are so sure of their prediction that they base their actions on what they think should happen rather than what actually does happen or what might happen. 

As recounted in some detail in the Pattern, “Reality Check,” instituting a new social reward or punishment system often does indeed change behavior, but not necessarily in the desired manner. If, for instance, programmers are now rewarded on the basis of lines of code written, they might indeed write more lines of code but many of those lines of code may be unnecessary. You might write 1000 lines of code or you could spend time thinking about the problem and then write two lines of code that accomplish the same result. Will you do so if you are only rewarded 1/500 th of the bonus?  

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Similarly, you may measure the performance of service technicians by how many calls they “handle” during their shift. But if that is the main or sole measure, you may end up having those service people tend to offer trivial or even useless advice based on insufficient information. In all these cases, if management keeps seeing what really happens, any damage done by having an inaccurate predictive model of what will happen as a result of a change will be mitigated. But in a system, whether private or governmental, where people are mainly motivated to keep management happy by telling them what they want to hear, instead of correcting a poor intervention, the problems caused by inadequate models will tend to multiply, fester, or explode. 

So: 

Think of possible consequences and try to determine which ones are most likely. Then, observe what really does happen. This helps avoid turning an issue into a disaster and, over time, it also helps you develop more realistic models of reality. It will also tend to put you in the habit of taking a flexible and reality-based approach to your decisions rather than one that is based on a rigid and inaccurate model of how things should be. The latter approach to decisions will not only make you individually ineffective; it will also make it almost impossible to work well with others (unless everyone involved shares the same inaccurate model). 

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Many Paths

15 Monday Dec 2025

Posted by petersironwood in creativity, psychology, sports

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Many Paths

This is one of a series of posts about various tools of thought that are useful in a wide variety of situations. This particular tool is often called “Alternatives Thinking” or “Divergent Thinking.” I chose the name “Many Paths” because when I first posted this about seven years ago, I was in the middle of writing a trilogy called: “The Myths of the Veritas.” The new leader of the Veritas was known as “Many Paths” because she was particularly good at finding many possible alternatives to consider. Now, let’s see what this tool is and how it may prove useful to us.

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The basic idea is simple. When we are confronted with a situation, we often “Jump to Conclusions” or “Spring into Action” before we have all the facts. Even when we have all the facts (which is rare), we also have a tendency to focus on our first interpretation or our first idea about how to handle the situation. This often leads to thinking of one (and only one) course of action. And, very occasionally; for instance, in some emergencies, that is the correct thing to do.

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Even in emergencies however, our first terrified instinct about what to do can be dead wrong. For example, people see a small fire in their homes and immediately throw water on it. But if it’s a grease fire or an electrical fire, this is not a good course of action. Soon after I first began my dozen years as Executive Director of the NYNEX AI Lab, there was a fire in a nearby Stouffer’s Hotel. The charred bodies of a dozen IBM executives were found huddled in a closet. In the smoke and panic and confusion of the fire, they had apparently grabbed at the first door and gone into a dead end closet and they all perished there. 

In daily life, there are a great many situations where a little extra thinking time would improve the outcome. For example, while working at IBM Research in the 1970’s, I drove about 10 minutes each way to work. At one point, I had a loose fan belt and my battery went dead. In a hurry to attend a meeting, I jump-started my car and drove to the IBM parking lot. Already late to a meeting, I went to turn off the car and just before I did so, I realized that I had not driven far enough to recharge the battery. So, I decided I’d better leave the car engine running for awhile. But as I gathered up my things and began dashing off to the meeting, I realized that it was insane to leave my car unlocked with the engine running! After all, someone could simply open the door and drive off! So, still in a hurry, I locked the car — with the engine running and the keys safely locked inside. 

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Oops!

Most of us have done similar things. In some early experiments on design problem solving done at IBM, I found that when I asked people to come up with as many solutions as possible, they would generate ideas fairly quickly until they came up with one that they thought would really solve the problem. At that point, their idea productivity fell precipitously. It is hard for us to force ourselves to think of more than one good solution. 

Why is this important? For one thing, conditions change. Something may happen that makes your first solution no longer apt. For another thing, there may be side-effects of your solution that make it unacceptable. Another common issue is that someone may object to your first solution for reasons you could not foresee. (See also, “Who Speaks for Wolf” as a way to help minimize that chance). In the context of invention and product development it is extremely unlikely that the first solution you come upon (and indeed even the first few solutions you think of) are novel. They are instead extremely likely to be the intellectual property of someone else. The most obvious solutions have likely already been patented and may already be in products or services that many customers are already using. 

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I have long been interested in observing people’s strategies and tactics in sporting events (See “The Winning Weekend Warrior”). One tactic that is overwhelmingly popular in tennis, for instance, is that the harder your opponent hits the ball, the harder you try to hit the ball. For example, someone hits a very hard ball while you’re at the net. You take this as an affront and think “I’ll show you!” Trying to hit the volley even harder means you take the racquet back farther. About half the time, the extra time it takes to bring the racquet back means you’ll mis-hit the ball or miss it entirely. On most of the remaining occasions, you’ll hit the volley too hard and it will go long. If someone hits the ball at you hard, what you need to do is simply block it back and guide it to the right spot. Trying to add extra power is unnecessary and too time-consuming. What is remarkable is not that you and I try to hit a hard ball harder. What is remarkable is that we never seem to try a different tactic!  

There are many issues with focusing all your energy on the first solution you come up with. But the worst consequence is that you are overly invested in that first “solution” (which may not even be a real solution). This is bad in trying to solve problems in every domain I can think of and having others involved amplifies the badness. 

For instance, let’s say that after 3 years without a vacation, you and your spouse finally have time for a nice two-week vacation. You want to visit Cuba for two weeks and your spouse wants to visit Vietnam for two weeks. If you each only comes up with one idea, you will almost always find yourself pitching for your idea, trying to convince the other person that Cuba is better while they will spend their energy trying to shoot down your choice and explain (patiently at first and less so as time goes on) why Vietnam is a much better idea. After many frustrating arguments that go nowhere, you may decide to compromise; e.g., you could visit an empty stretch of open sea in the Pacific Ocean half-way between the locations; or, you may decide to flip a coin. All this frustration and bad feeling might be avoidable. It might be that your second choice and your spouse’s second choice are both San Diego! But you’ll never even discover this because when each of you only thinks of one idea, what should be a collaborative problem solving exercise instead becomes a debate – a contest with precisely one winner and one loser. 

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One reason people may be prone to latch onto the first idea that occurs to them is that this is typically what happens in fiction. A TV detective gets a call that they must come alone and not tell the police but instead meet someone in an abandoned warehouse. For the sake of the drama, it puts our hero into obvious danger. They are outgunned and it looks like certain death for them. Then, due to their superior thinking, martial arts, dumb luck, or having a side-kick who followed them, they miraculously survive! Whew! But in real life, it’s almost always better to wait for back up and think through how various alternatives might work out.

Thinking of many alternatives will save you many headaches – at work, in your love life, in your recreational endeavors. When you force yourself to think of many alternatives, you will also be more open to the ideas of others. Over time, thinking of many alternatives whenever you get a chance will also increase your own creative potential. Who knows? You might even be chosen as the next leader. 

For a leader, it is particularly important to consider many possibilities. Insisting that everyone get on board with the first idea that pops into your head will cause resentment and dissension. It will also make you far less willing to change to a different idea when circumstances necessitate it. 

You may start a business and decide that you must be personally involved in every decision and with every customer contact. At first, when your company is small, this might work out wonderfully well. No-one knows the customer and the product quite so well as you do. But you are not God. You cannot be everywhere and know everything. If you never learn to delegate; never grow the capacity of your people; never take expert advice — you will drive yourself and everyone around you crazy. The very success of your business will guarantee its ultimate failure. Learn to consider many paths. You will be glad you did. 

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Ban Open Loops: Part Two – Sports

30 Tuesday Sep 2025

Posted by petersironwood in management, psychology, sports

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Sports and open loops.

Sports offers a joy that many jobs and occupations do not. A golfer putts the ball and it sinks into the cup — or not. A basket-baller springs up for a three pointer and —- swish — within seconds, the shooter knows whether he or she was successful. A baseball hitter slashes the bat through the air and send the ball over the fence —- or hears the ball smack into the catcher’s mitt behind. What sports offers then is the opportunity to find out results quickly and hence offers an excellent opportunity for learning. In the previousiPhoneDownloadJan152013 593 entry in this blog, I gave examples of situations in life which should include feedback loops for learning, but, alas, do not. I called those open loops.

Sports seem to be designed for closed loop learning. They seem to be. Yet, reality complicates matters even here. There are three main reasons why what appears to be obvious opportunities for learning in sports is not so obvious after all. Attributional complexity provides the first complication. If you miss a putt to the left, it is obvious that you have missed the putt to the left. But why you missed that putt left and what to do about it are not necessarily obvious at all. You might have aimed left. You might not have noticed how much the green sloped left (or over read the slant to the right). You may not have noticed the grain. You might not have hit the ball in the center of the putter. You might not have swung straight through your target. So, while putting provides nice unambiguous feedback about results, it does not diagnose your problem or tell you how to fix it. To continue with the golf example, you might be kicking yourself for missing half of your six foot putts and therefore three-putting many greens. Guess what? The pros on tour miss half of their six foot putts too! But they do not often three-putt greens. You might be able to improve your putting, but your underlying problems may be that your approach shots leave you too far from the pin and that your lag putts leave you too far from the hole. You should be within three feet of the hole, not six feet, when you hit your second putt.

A second issue with learning in sports is that changes tend to cascade. A change in one area tends to produce other changes in other areas. Your tennis instructor tells you that you are need to play more aggressively and charge the net after your serve. You try this, but find that you miss many volleys, especially those from mid-court. So, you spend a lot of time practicing volleys. Eventually, your volleys do improve. Then, they improve still more. But you find that, despite this, you are losing the majority of your service games whereas you used to win most of them. You decide to revert to your old style of hanging out at the baseline and only approaching the net when the opponent lands the ball short. Unfortunately, while you were spending all that time practicing volleys, you were not practicing your ground strokes. Now, what used to work for you, no longer works very well. This isn’t the fault of your instructor; nor is it your fault. It is just that changing one thing has ripple effects that cannot always be anticipated.

The third and most insidious reason why change is difficult in sports springs from the first two. Because it is hard to know how to change and every change has side-effects, many people fail to learn from their experience at all. There is opportunity for learning at every turn, but they turn a blind eye to it. They make the same mistakes over and over as though sports did not offer instant feedback. I think you will agree that this is really a very close cousin of what people in business do when they refuse to institute systems for gathering and analyzing useful feedback.

If learning is tricky —- and it is —- is there anything for it? Yes. There is. There is no way to make learning in sports —- or in business —- trivial. But there are steps you can take to enhance your learning process. First, be open-minded. Do not shut down and imagine that you are already playing your sport as well as can be expected for a forty year old, or a fifty year old, or someone slightly overweight or someone with a bad ankle. Take an experimental approach and don’t be afraid to try new things. Second, forget ego. Making mistakes provides opportunities to learn, not proof that you are no good. Third, get professional help. A good coach can help you understand attributional complexity and they can help you anticipate the side-effects of making a change.

Soon, I suspect that the shrinking size and cost and weight of computational and sensing devices will mean that training aids will help people with attributional complexity. I see big data analytics and modeling helping people foresee what the ramifications of changes are likely to be. There are already useful mechanical training aids for various sports. For example, the trade-marked Medicus club enables golfers to get immediate feedback during their full swings.as to whether they are jerking the club. Dave Pelz developed a number of useful devices for helping people understand how they may be messing up their putting stroke.

It may take somewhat longer before there are small tracking devices that help you with your mental attitude and approach. We are still a long way from understanding how the human brain works in detail. But it is completely within the realm of possibility to sense and discover your optimal level of stress. If you are too stressed, you could be prompted to relax through self-talk, breathing exercises, visualization, etc. You do not need technology for that, but it could help. You may already notice that some of the top tennis players seem to turn their backs from play for a moment and talk to an “invisible friend” when they need to calm down. And why not? Nowhere is it law that only kids are allowed to have invisible friends.

“The mental game” and which kinds of adaptations to make over what time scales are dealt with in more detail in The Winning Weekend Warrior How to Succeed at Golf, Tennis, Baseball, Football, Basketball, Hockey, Volleyball, Business, Life, Etc. available at Amazon Kindle.

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15 Saturday Apr 2023

Posted by petersironwood in pets, poetry, psychology

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dogs, education, learning, pets, poem, poetry, teaching

I thought I’d try to teach my dog to count

Instead, she tried to teach me not to count.

I  thought I’d teach my dog to think ahead.

She taught me not to think ahead, instead.

I tried to show avoiding mud is cool.

She schooled me on the joys of dripping drool. 

She’ll gobble down her own food  greedily. 

But also pepper, kale readily.

Her nose of course is quite beyond compare. 

Yet, she’s taught me some skill in sniffing air.

The barbecue of neighbors far away

That drifts into my zone is quite okay.

It seems to me important as we teach

To recognize that every species—each

Survived four billion years of trying time

Preferring human ways is not a crime.

For much of which we learned we should feel pride;

Recall we aren’t the only ones who ride

This wild spiral through our galaxy.

And when it comes to pure ecstasy?

Our doggie teachers show us how to play;

To dwell with happy every single day; 

To love with love that’s larger than our life.

They teach us how to fly above the strife.

For who can tell the teacher from the taught?

And who can count those moments quite unsought

When doggies reconnect our brains to hearts

It is the finest of the teaching arts. 

Sadie is a Thief

Sadie the Sifter

Doggerel

Natural Language for Doggies

The Puppy’s Snapping Jaws

Hai-Ku-Dog-Ku

Take Me Out to the Ball Game

21 Wednesday Sep 2022

Posted by petersironwood in psychology

≈ 3 Comments

Tags

dogs, games, instinct, learning, life, pets, psychology, Puppy, sports, story, truth

I’ve been playing a sort of “ball chase” +  soccer with our new puppy, Sadie. She’s extremely good at it, IMHO. She instinctively chases a ball & brings it back. I’ve reinforced it but it would be a stretch to say “I trained her to do that.” I sort of expect most dogs to view this as a game not completely unlike chasing a bird or rabbit & bringing it back. 

The more interesting part came when I combined it with soccer. She learned (?) to judge carom shots off the baseboard and half closed doors. She tries to stop a ball before it hits the wall but judges that if she can’t stop it directly, she can stop the rebound. That she even tries to stop it is interesting. That also seemed “natural.” I probably reinforced her differentially, but again, it would be giving me far too much credit to say I trained her to “defend” against having the ball go past her. 

I begin a few weeks ago to play with two balls at once. This makes it more challenging for me not to break my neck as well as Sadie. What I find interesting is that she immediately tries to hoard or herd; i.e., control, both balls. She has tried picking up two in her mouth at once, but she can’t manage it. So, she holds one ball in her mouth and “corrals” the other between her front paws. When she gets bored, she relents and lets me throw or roll or kick the balls. 

I now sometimes use three balls at once. (I’ll let you know which hospital for flowers). Actually, I’m careful, but Sadie is sudden in her movements. Anyway, once I put a ball “in play”, I usually control or kick it with my foot. Sadie imitates (!?) me in this. She “controls” a ball by putting one of her front paws on it and she also pushes the ball with her paw, though she did try “nosing it” once but I think she found it uncomfortable since she shook her head and reverted to using her front paws. 

On some occasions, I “grab” a ball with the bottom of my foot and move it slowly back and forth and feign kicking one way and then kick another way which routinely makes Sadie growl as she scampers after the ball. There’s something else. The slow movement followed by quick movement energizers her more in her quest for the ball than if I simply & directly hit it. 

These types of patterns are found in human sports around the globe. Did they co-evolve with dog play? I’ve seen videos of many species of mammal playing “soccer.” From the video alone though, I have no idea how spontaneous the play is. If I had to guess, I’d say it’s pretty spontaneous. 

Photo by Pixabay on Pexels.com

Soccer, American Football, hockey, rugby, field hockey, and basketball share this notion of trying to “make a goal” by getting past the defenders. In every one of these games, there is also the notion of “fake” or “feint.” It feels as though Sadie and I, if not reading from the same script exactly, both of us have the same “playbook” of things that are fun in sports. 

On a not completely unrelated topic, I am wondering whether any other new dog “owners” have noticed that their own sense of smell has been enhanced since sharing lives with a puppy. Perhaps it is not so much enhanced as that I pay more attention to it than I did a few short months ago. She goes sniffing and I go wondering for the most part, what it is she’s sniffing on about. 

To some extent, it’s the same with sounds. I’m typically a pretty visual person and when I walk alone outdoors, I mainly noticed what I see. When walking with Sadie, however, she reacts to many sounds that I would ignore. I know what it is and give it a name and then reassure her that it’s okay; that trucks and cars and airplanes and helicopters are okay, at least in the distance.



I sure hope I’m right.

The Walkabout Diaries 

The Walkabout Diaries

The Walkabout Diaries

The Walkabout Diaries

The Walkabout Diaries

The Walkabout Diaries

Sonnet for Sadie

Shadows Sadie

Sadie is a Thief!

A Cat’s a Cat That’s that

A suddenly springing something 

Math Class: Who are you?

Life is a Dance

How the Nightingale Learned to Sing

Dance of Billions 

Cedars Sighing in the Wind

14 Wednesday Jul 2021

Posted by petersironwood in Uncategorized

≈ Leave a comment

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cooperation, ethics, fiction, leadership, learning, legend, myth, parable, Veritas

Cedars Sighing in the Wind

Photo by Tomas Balogh on Pexels.com

When Cat Eyes had finished reading aloud the story of The Wobby Man, she put aside what the ancients called a “book” and looked expectantly at Tu-Swift. He seemed lost in thought — tortured thoughts filled with thorns — by his visage. Cat Eyes stood and grabbed a nearby water pouch. Reading made her thirsty. She sat back down across from him. She smiled. She was  happy to see him again; happy to be reunited with her parents; happy at all the things that the tribe had learned from their discovery; happy that it had taken both of them working together, with their mutual friend Suze, in order to discover how to read. The joy of Cat Eyes felt a sharp edge though because Tu-Swift seemed anything but happy. 

“But, I don’t — .” Tu-Swift didn’t finish what he said to Cat Eyes because he didn’t know what he himself meant to say. Instead, he shook his head from side to side. “Why?” 

Cat Eyes took his hands into her own and looked at him with love in her eyes, a love that he did not see because his head bowed down and his eyes were only upon the ground. After a few moments she put one of her hands under his chin and lifted it up. They looked into each other’s eyes and she could see that his eyes were tearing up. “It’s okay. It’s to learn from, like all the stories here.” 

Tu-Swift shook his head from side to side and bit his lips. “But why?” His voice was plaintive as though he had a thorn stuck painfully under his fingernail and pled for her to remove it.

Cat Eyes sighed and asked gently, “Why what? What are you struggling with? Maybe we can work it out together. Often, life is a fight, but it doesn’t mean you have to be alone in every fight.”

Tu-Swift nodded. After a pause he said, “Why did The Wobbly Man do all that evil? And why did they let him?! Why couldn’t they see what he was up to?” 

Cat Eyes nodded. “There are people who do things — evil things — such as steal children. Perhaps there always will be. But I don’t think they think of it as evil. To them, it’s their way of … living … or of having fun. They like destroying life and love in others … I guess because they cannot experience it themselves. I don’t know.” 

Tu-Swift sighed. “You are right of course. Within the Veritas where I grew up, there was one such. The Wobbly Man sounds much like him. He manipulated others. He was cruel. Yet, he was such a good liar that he almost fooled our leader, the wise She Who Saves Many Lives. He actually betrayed the tribe to NUT-PI. And here’s the worst part. He got several other braves to go along with his schemes. Without ALT-R, I don’t think POND MUD or KAVANUT would have even been evil.”

“Yes.” After a pause, Cat Eyes added, “It’s much like that Red Spotted Death. It can spread from person to person. And, just as there are evil people even in societies based on truth and trust and love, so too there are people who act in good ways even among the Z-LOTZ and the ROI. It’s much like the story about the two wolves inside someone and which one you feed. The customs of the tribe can make it easy to feed the good wolf — or easy to feed the bad wolf.” 

Tu-Swift let out a long sigh. He stood up and held out his hand. Cat Eyes took it and, for a time, they walked in silence. Without intending to do so, they ended up at the entrance to the now dysfunctional tunnel. They stood for a time, holding hands in silence staring at the tunnel. At last, Tu-Swift voiced what both were thinking. 

“How could a people know so much as to build a tunnel through a mountain — and yet be so ignorant as to let a liar destroy their village?” 

Another long silence ensued until Cat Eyes sighed and spoke again. “We still have many books to read and understand. Many books are filled with words whose meanings we have yet to understand. It appears that it wasn’t just a village here and there. The plague of evil lies destroyed everything. I know you have struggled with whether to use the fire sticks….” 

Tu-Swift wondered why Cat Eyes stopped speaking. He looked at her and saw that silent tears were streaming down her cheeks. He squeezed her hand and asked gently, “What is it, Cat Eyes? Why are you so sad?” 

“Actually, I was just thinking a little while ago how happy I am about so many things. Yet … we had so much. We knew so much. But we destroyed it. If the books are true, and if our understanding is correct, weapons were developed that … weapons were created that were far worse than fire sticks. Far worse. Yet, there were also treatments for every disease. But the people forgot that they were part of the Tree of Life. People forgot that they were all one. People — not everyone — but enough — just began to grab everything they could for themselves. Lying became commonplace. Once the truth meant nothing, decisions were made by power alone. That is bad enough in the Z-Lotz or, from what you told me, among the Cupiditas. But imagine that they had — not just fire sticks — but horrible weapons that could destroy many villages and all the people in them. Of course, in doing so, these weapons killed birds and butterflies and trees and no-one even seems to have noticed! Maybe … perhaps, we are not really understanding. Maybe they are just stories to prevent people from becoming what the books say that they became. Maybe.” 

Tu-Swift bent down and plucked up a small flower that had grown in the cranny of the wall that held the now defunct controls for the tunnel door. He gently braided the stem into the silky hair of Cat Eyes. When he was done, he said, “Well, the tunnel is real. Yet, no-one really knows how it works. How could that be? I mean, unless there was some great loss of learning. I don’t know. Perhaps, we can learn from these stories, whether real or not, how to … how to ensure that we do not fall so far again. From what you said, it sounds…it sounds as though the people became sightless and witless. How can the people not see that they are a part of the Great Tree of Life? How can they not hear the song of the bird or the murmur of the stream? How can they not see the beauty of the trees and flowers all around them? How can they not taste the sweetness of honey?” 

Cat Eyes nodded. “That is one of the main question that we — those of us who are studying the books — keep asking ourselves. But when this question is asked, none of us answers. Not yet. Each of us is hoping someone else will explain. But what comes to our ears is only the silence and the cedars sighing in the wind.”  

—————————————

Roar, Ocean, Roar (A poem about the power of cooperation) 

The Only Them that Counts is All of Us

The Myths of the Veritas: The Forgotten Field 

The Myths of the Veritas: The Orange Man

The Myths of the Veritas: The First Ring of Empathy (Here begins the continuous trilogy of the Mythical Veritas who value truth, love, and cooperation).

Author Page on Amazon

An index to a proposed Pattern Language for Collaboration & Cooperation 

Who’s Got a Loose Wire?

12 Wednesday May 2021

Posted by petersironwood in Uncategorized

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Tags

fiction, insight, learning, psychology, story, stubbornness

Photo by RF._.studio on Pexels.com

I was trained as a scientist. I believe in science. I believe that doing laboratory experiments about how we perceive, learn, decide, and solve problems has merit and applicability to the real world. One of the things I studied in the laboratory was perceptual adaptation. So, I had first-hand experience conducting experiments on perceptual adaptation. Please keep that in mind as you read this short story. 

Photo by Mike on Pexels.com

Many years ago, I drove to IBM Research five days of the week. It was a beautiful drive among Westchester reservoirs and at one point, my journey took me through an “erector set bridge” — you know the kind — they literally look to be made from a giant erector set. At the time, I was driving a sky blue Chevy with only an AM radio for entertainment. I typically listened to Imus in the morning on the way into work each day. AM radio being what it is, and steel erector set bridges being what they are, each time I drove through the metal bridge, the sound volume went down quite noticeably until I emerged on the other side. I did this for years. 

At some point, I decided I would treat myself to an entertainment upgrade. I had never bought anything like this and I was somewhat nervous that I might be “taken” or that the installation would be shoddy. 

I had a tape deck and AM/FM radio installed as well as stereo speakers. To me, it seemed marginally too luxurious, but I was really looking forward to some higher quality music and listening to books on tape. (I didn’t even know about NPR or WBAI at that point). I felt quite happy and contented as I drove to work that first day with my new tape deck. I had it playing some of my favorite and most spirited music. A perfect way to begin the workweek! 

Photo by Gabriel Santos Fotografia on Pexels.com

All at once, the sound volume went way up! And, then, a few moments later, it went back down again. My first thought was along these lines: “Damn! There must be a loose wire in the thing. Crap, now I’ve got to spend hours trying to straighten this out and argue about the bill. Yech. 

Wait a minute! That was the bridge! I just perceived the sound to be louder because I so strongly expected it to be softer!

OK. But why the delay? Why didn’t it immediately occur to me as my first explanation? I knew that I was using my ear brain system to perceive the sound. I knew that expectation impacts experience. I knew I had spent years driving through the bridge and having the sound level go down. I believe in science, I participated in the visual analogue of such a phenomenon myself. 

One explanation is age of learning. I learned about how people think and solve problems from watching my own family interact and listening to radio. Later, that was supplemented by watching television, and to a lesser extent movies. I had at least a decade of indoctrination of “finding who is at fault” and “if I perceive it, it must be true!” Before I ever heard of the “scientific method.” 

Photo by Sharefaith on Pexels.com

Is it possible that those thought-patterns still influenced my initial takes on how to solve a problem? Is it feasible that they do not? In the instance related above, my “scientific and professional training” did come into play and overcome my initial impression. Indeed, the second hypothesis leap-frogged way ahead of the “loose wire” theory as the most plausible explanation.

Note too that not only did the “loose wire” theory initially come to the fore; it was embellished with a guilty party! Even if there were a loose wire, it wouldn’t necessarily mean that the person who installed it had done a bad job. 

I had a job for awhile as a projectionist, and I did make a few mistakes. But it also happened more than once that I was “blamed” for a film breaking when the real reason was not bad threading but the fact that the film had been spliced a hundred times! Or, I would be given a  rotary slide tray by the lecturer and one of the slides would be out of order. That’s my fault? Was I supposed to get an advanced copy of the presentation and critique it? No-one mentioned that as part of the job description. But there it is: the tendency to blame someone who may or may not be actually to blame. I have been on the receiving end. I suspect everyone has. Yet, my mind jumped to the same nonsense. 

Photo by Anna Tarazevich on Pexels.com

Even if you’ve never been trained in science, you’ve almost undoubtedly had many experiences that show that your perceptions of reality are not necessarily reality. You’ve likely jumped to conclusions and later found out you were wrong. A good way to remind us all of this is based on Native American wisdom called “The Iroquois Rule of Six.” 

In the case of the little vignette I shared above, I was driving to work. It took place before the invention of “smart phones” so even if I had been tempted to pull over and give that stereo installer a “piece of my mind” I had no feasible way to do it. 

Thank goodness. 

————————————————

The Iroquois Rule of Six

The Invisibility Cloak of Habit

To Be or Not to Be

I Can’t be Bothered

Essays on America: Wednesday

Essays on America: What about the butter dish?

Essays on America: The Update Problem

————————————————

The Psychology of Change: Distraction

25 Sunday Apr 2021

Posted by petersironwood in Uncategorized

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Tags

change, distraction, learning, psychology

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Distraction has many impacts, but one, at least in my experience, is that it greatly slows down learning to adapt. 

Here is an example from much earlier in my life, (so you’ll know it’s not primarily an age effect). 

One of my college part-time jobs was as an A/V assistant. It was actually a very cool job, because I got to travel all over the University and show movies or slides in classes in architecture, collagen, aging, genetics, sociology, Shakespeare, etc. I would typically arrive at work and get a “kit” which was basically a small suitcase with whatever A/V equipment was required for a particular gig. On the outside, the supervisor had used a magic marker to write on a piece of masking tape a building number, a room number, and the time I was to be there. Depending on the location, it could take anywhere from 5 to 25 minutes for me to get to a particular location, if I was already familiar with the room. There were maps on campus to show where all the buildings were, but once inside, signage varied tremendously from building to building. Some buildings were laid out logically and some had lots of signage. Some had both. Some had neither. 

When I went to a new location, there were many times I came to T-shaped intersection and had to make a “blind” choice as to which hall led to my assigned room. If, say, I turned right, I might look at the numbers on various classrooms and determine that I had gone the wrong way so I’d turn around and get to the assigned room. What’s interesting is what happened the second time I went to that same room. You might think I would turn left because, after all, a week earlier, I had discovered that I needed a left turn to efficiently reach my goal. If someone had asked me where the room was, I would have known without a doubt. But in the actual moment, that’s not what I did.

Photo by Javon Swaby on Pexels.com



What I actually did when I reached the choice point was turn right, just as I had initially done. I would take a few steps down the wrong hallway and wake up to the fact that I was going the wrong way. And what do you suppose happened the third time I reached that decision point? Would I turn to the left in a nice smooth way? No. I would still turn right. I would begin to take a step to the right and then stop dead in my tracks and turn to the left.

Why had it taken me three tries to learn instead of just once? You may think, “Oh, that’s just the way people are.” I think it would be closer to the truth to say, “Oh, that’s just the way we people are.” That is to say, the culture of hyper-competitiveness keeps most of us, certainly including me, pre-occupied most of our waking hours. Walking on the reasonably well-lit regular corridors of a university campus did not require my full attention. So, my mind was always churning on about something else when I came to the decision point. 

Photo by Markus Spiske on Pexels.com

Of course, that’s just one example. There are many others. I learned at an early age to multi-task. Sometimes, that may be useful to me just as your multi-tasking is sometimes useful to you. But there is at least one important downside. 

You’re being in a constant state of busy-ness makes it harder for you to notice that you need to learn something new and it makes it harder to do something even if you do see the need. If you come to a choice point and make the wrong choice, in many cases, you can figure that out fairly easily — if you’re paying attention. If you cut yourself off from what is really happening, learning, change, adaptation — it all becomes much harder. You can cut yourself off in many ways: alcohol, drugs, being a workaholic — but my favorite is distraction. 

While distraction has it’s pros and cons for me, and likely for you, the constant busy-ness is wonderful for business. They will sell you anything and everything to distract you. But here’s a fun thing to do. 

Take a break.

Concentrate on one thing at a time.

Try it for an hour.

Try it for a day.

Do you really get less done? Do you have more pleasure or less? Do you learn more quickly or more slowly? 

————————————-

Thoughts on gratitude and mindfulness: Corn on the Cob

The Invisibility Cloak of Habit

Essays on America: Wednesday 

Essays on America: Happy Talk Lies

Essays on America: The Update Problem 

How your choices can even influence evolution: Ripples

On Seeing Beyond the Headlines: The Jewels of November 

Psychology of Change: Growth, Decay, and Chrysalis.

31 Wednesday Mar 2021

Posted by petersironwood in Uncategorized

≈ Leave a comment

Tags

awarenewss, change, GreenNewDeal, learning, metamorphosis, psychology

Perhaps the “Psychology of Change” is a label that hides too much variation in types to reveal any common patterns. Let me explain. 

First of all, what “works” or what “predicts” change in such diverse situations as: 

  1. One imposed from without by force (as prison inmates, say;) 
  2. Acquired as a child through acceptance of the cultural norms (as is normal);
  3. Enlightenment in an elderly adult through contact with a child (as in Silas Marner, Finding Forrester or Ana).

Photo by Pragyan Bezbaruah on Pexels.com

May well have nothing to do with one another. In addition, the speed of change, and even the acceleration of change, and, yes, possibly even the jerk might have an impact on what happens. Again, consider a few examples.

You are the major breadwinner (by being a bread maker) in your family of four. You are moderately “well off” financially but your business has been going steadily down for the last five years. You could relocate but you all love the private school your kids go to. Finally, your youngest is a senior, so next year, you will relocate to a part of your nation that is growing. 

Photo by Vital1na on Pexels.com

This is no doubt a fairly large change. But, it is also moderately slow. And, not only is it slow; there is only moderate if any acceleration. You will naturally see more details that need to be attended to as the date creeps closer. And, there will be some surprises. But for the most part, the speed and predictability of the change is within your capacity. If you didn’t perceive it to be so, you wouldn’t have decided on the move. 

Now, let’s change things just a bit. Same family of four. Same worsening of conditions. Only now, before your youngest even starts her senior year, COVID 19 strikes. Your business is no longer slowly shrinking. It plummets to the ground. Some people were predicting this might happen months ago, but you chose to listen to the people who said it would all go away. But now is now. You are experiencing much faster and less predictable change. Not only that; the potential magnitude of the change is much greater. Before, you realized it would take time to build your business back up in a new location. But now? You might not even have the wherewithal to survive the next six months, let alone move. And when? And to where? You had a spot all picked out in one of the more trendy and affluent suburbs in Silicon Valley. But now? It’s a hotbed of COVID!

Photo by Uriel Mont on Pexels.com



Are the same things that are important in situation one above the same things that are important in situation two? 

Now, let’s add just a little more to the scenario, but without the COVID19.

As before, you are the major breadwinner (by being a bread maker) in your family of four. You are moderately “well off” financially but your business has been going steadily down for the last five years. You could relocate but you all love the private school your kids go to. Finally, your youngest is a senior, so next year, you will relocate to a part of your nation that is growing. You are on your way to your bakery and the sky grows dark. You worry that it will be pouring down rain just as you make the 50 yard dash to the front door of your bakery.

You need not have worried because the Class Five tornado delivered the front door to a spot only two feet from your normal parking spot. That front door was the largest remaining piece of what had been your grocery store. Your house was also destroyed. And, so was the private school. Luckily, your youngest was unharmed. Not so luckily, your other child and your spouse were killed in the storm along with 73 others in the area. 

We all have the intuition that this person will make the most profound changes, but in what way? Of course, nearly anyone would be in complete shock for a time and not know what to do. But then what? It seems equally likely that the person would:

A. Decide that life is absurd and it’s out to destroy you and the only way to protect yourself is drink like a fish. And, the child’s better off somewhere else.

B. Decide that life is absurd and it’s out to destroy you and the only way to protect yourself is to never love again.  And, the child’s better off somewhere else.

Of course, A and B are not mutually exclusive. They often go together.

C. You decide that life may end at any time and that the most important thing in life is to enjoy every moment. And, that means, among other things, spending a lot of time with your remaining family & friends. 

D. You decide that service to others is the most important thing in life and you and your child both eventually become involved in a UN project to show people how to bake more nutritious bread.



There are endless possibilities of course. And, they are not fixed outcomes. The person may decide that life may end at any time and that the most important thing in life is to enjoy every moment — and to spend time with friends and then — three years later —- take path A or D instead. 

As someone trained in “Experimental Psychology,” my disciplinary reflex is to try to identify parameters and try to relate conditions of change to results in terms of outcome as a function of those parameters. 

Perhaps, however, a better approach is more like the Periodic Table. Rather than an “infinite variety”, it might be true that most cases fall into one of several dozen categories. Each category is basically a theme or premise for a story which we relate to precisely because they are common “types” of change. 

Examples might include:

 “Situation slowly deteriorates and protagonist makes adjustment.” 


“A natural disaster destroys much (or all) of what the protagonist loves and they must create a whole new life.” 

“Situation slowly deteriorates, and in turn, the protagonist engages in ever more self-destructive behavior, making the situation worse and eventually resulting in disaster.”

“Situation slowly deteriorates, and in turn, the protagonist engages in ever more self-destructive behavior, making the situation worse and eventually resulting in — enlightenment followed by a complete turn-around.” 

And so on. 

—————————————————-

Essays on America: Wednesday 

The Invisibility Cloak of Habit

The Update Problem 

How the Nightingale Learned to Sing

Take a Glance; Join the Dance

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