I could take pictures of the same rose bush, and never take exactly the same picture twice. In fact, it wouldn’t even take trying on my part. In fact, no matter how hard I tried to take exactly the same picture, it wouldn’t happen. Moment to moment, my hand would murmur, the sun would slide ever so slightly in the sky, a wanton puff of wind would blow the bush.
Of course, I don’t try to take exactly the same picture. Part of the joy is expanding the universe of possible pictures and being open to the possibilities that abound from angle, light, surround, seasons, my own mood, the bush’s mood, the sun’s mood, the mood of the clouds. No, of course, I don’t believe they have conscious emotions — necessarily — but mood describes it was well as any word and the moods of the world are sometimes extremely important in determining our moods. Ask the survivors of any natural disaster whether their “mood” was “influenced” by the disaster! (No, I won’t pay your medical bills). Of course, we know it in these extreme cases, but don’t we really also know it when it comes to less catastrophic events as well? Isn’t your mood influenced by the weather, the time of day, the noise you’re subjected to, the mood of those around you — all of these impact your mood to some extent and therefore, they will have some impact on the quality of the experiences you have.
Your experience with a photograph will be altered according to the mood of the photographer who took the picture, the mood of the planet at that place and time, and — let’s not forget — your mood as well. And, even if you’ve seen hundreds of my pictures, there is no way you or I could draw in detail what the next picture will look like.
I cannot, indeed, take a picture of a rose. I can only take a picture of the now-rose. And, another now-rose. But, since no two ‘now’s’ are identical, so too, the now-rose is never like any other now-rose. Even if we had two pictures a second apart that were pixel by pixel identical (exceedingly unlikely!) It would only be because of the limitations of our sensors. Let’s not forget that these are living plants doing the “business” of life every second! And even the molecules of inanimate things are moving about, assuming the garden is above absolute zero. Roses are not known to thrive at -435 C. That’s the state, though, that some strive toward now. Absolute predictability based on absolute power means nothing learns; nothing adapts; nothing is truly alive.
Here’s the deal folks.
Every experience with another human being is unique.
Yet, we like to try to categorize them.
By person.
By age of person.
By skin color of person.
By gender.
By religion.
By etc. etc. and so forth.
Yet, you have literally no idea for certain what the next moment will be like. Yet, some people are willing to treat what will happen as a certainty, which would be absurd for something as well-regulated and well-studied as, say, baseball. They would never bet their life that a particular hitter would or would not get a base hit. They wouldn’t do that even if they knew his batting average to the third decimal. But they are willing to stake everything, not on a knowledge of the other person, but based on “knowledge” of a category that is not only useless but based on folklore, propaganda, and fakery.
Instead of being scared by the bees, why not take the time to appreciate the now-rose of human experience — the ever-changing dance of all humanity — which moment will never ever come again. No, not that one either.
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.
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.
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?
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.
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!
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.”
[The poem below is one I wrote about 60 years ago. I still feel the same way today. So, here’s an example of something that hasn’t changed about me psychologically despite all that’s happened in my world and in the world..]
I’ve been thinking a lot about the psychology of change lately. For one thing, it’s quite relevant to the pivot projects (https://pivotprojects.org)
I thought it would be fun to write a series of blog posts on experiences of personal change, either as a student, as a teacher, or more commonly, neither. It would be even more fun if readers shared a bit about their experiences of psychological change. Wouldn’t it be to everyone’s benefit if we understood the general principles of psychological change so that we can do a better job adapting to this ever-changing world? So, think of the example below as just “my turn.” And, then, it will be your turn.
When I was in “Junior High School,” I was interested in some parts of school and not so much in others. I didn’t care about my grades but they were okay because at that point, I had a very good memory. And, then, one day near the end of eighth grade, I happened upon a book in our library that said good grades were important because — guess what?
You’ll get into college? Nope.
That you’ll get a better paying job? Nope.
This book claimed a reward much more meaningful than either of those were at that point in my life. It claimed that if a guy got good grades, he’d be liked by the girls! Here was a secret formula to success with girls. All I had to do was get good grades!
It did not even occur to me at the time that this claim probably had zero data behind it. It was likely written to induce guys to get good grades. I honestly don’t even think it said anything about what it meant for girls to get good grades. However, that may have been because the book was titled and aimed solely at boys. Of course, it could simply be the rampant sexism that is with us still — (sigh) — like that one guest who you know is about to barf on your rug because they’ve had too much to drink, and they live next door and they’re being obnoxious and you really just wish your neighbor would head home but they don’t. Instead, they stay until they disgust and insult everyone, barf on the carpet, then start screaming at you for serving cheap wine. That guest is what continued sexism & misogyny is like for most us. It’s also what all the other superiority BS is like for most of us.
I had no such consciousness at the time. I just remember reading it and feeling as though I had discovered something akin to “The Fountain of Youth” or “El Dorado.” What’s amazing is that reading something in a book altered my behavior immediately and in a way that lasted for years. Getting girls to like me. That was a motivation that I could tie into. I think because getting girls was also tied into competition, it also changed me so that I viewed getting the best grades as winning. I already liked to win! Oh, yes. I was competitive. Overly competitive. But I had never thought of grades in school as any kind of competition. I got my grades based on how well I did and you got your grades based on how well you did. The two had been, in my mind, completely unrelated events.
Until I read that passage.
How many people did that passage impact? For me, even if it wasn’t based on any real data, it had a positive impact. I got good grades and I did have wonderful girlfriends. I got praise from my classmates too. I didn’t ever really feel the envy & hate portrayed in so many modern movies about high school. Maybe I was just too busy studying to notice.
I wonder if the same passage could have impacted some people’s lives negatively? Maybe someone read that and they just found out that they had gotten their girlfriend pregnant. They might have read such a passage and thought it was a cruel irony. Or, perhaps they were gay. Or, maybe they had a learning disability and were already working their tail off to keep a C average.
And, I suppose that the majority of kids my age who read it might have known it was BS from the git-go. On them, it had little or no effect.
Even if I am the only one to have ever taken it seriously, it is pretty remarkable nonetheless that my behavior could be pushed into a new state simply by reading a sentence or two in a book.
This essay describes some of the blockages to change; in particular, what is sometimes called “cognitive dissonance” In general, our decisions, unlike those of classical economic theory, are path-dependent. https://petersironwood.com/2019/07/18/essays-on-america-wednesday/
My senior year at Case-Western Reserve, I went to college full-time but I was also head of a small family. I was married and we had small baby to take care of. I worked three jobs. One of those jobs was as a teaching assistant in downtown Cleveland at a place called “The Supplementary Educational Center.” The job involved a wide range of activities including putting new walls in, painting them, putting up NASA exhibits, running a planetarium and teaching about space and how airplanes worked. The Supplementary Educational Center bussed in sixth grade students (around 11 years old) from diverse parts of the city to learn about American History and about Space Science.
Another job grew out of my class on Learning. The Professor in the previous story about operant conditioning without awareness recommended me as a research assistant for another professor who was also a Skinnerian. He was doing studies on operant conditioning. I “programmed” the experiments by literally plugging together components such as timers and relays. I also ran the experiments. By sheer coincidence, the “subjects” for the Professor’s experiments on operant conditioning were also sixth graders.
The kids would go sit in a chair in front of a screen. On the screen, an image of a red circle would appear from time to time. In front of the kids was a lever. If they pulled that lever when the red circle appeared, a nickel would fall down as a reward. They were completely enclosed in what can be fairly described as a large Skinner Box. After a kid pulled the lever and received their nickel a few times, we began to “thin” the schedule. Now, they had to pull the lever 2 or 3 times before getting a nickel. Then, only every 5-7 times. Then, only once every 10-12 times. (Remember, it only “worked” if they pulled the lever while the red circle was there.) Finally, they were put into a phase where they would never get any more nickels no matter how many times they pulled the lever.
At that point, we (or more accurately, the relays we had programmed) stopped showing the red circle and showed other things such as a smaller red circle or a larger red circle or a green circle or a purple circle or a red ellipse. None of these ever paid off. But the instruments recorded their level pulling and we would soon satisfy our curiosity whether they would “generalize more” (i.e., pull the lever more) to a stimulus that varied in color, shape, or size from what they were originally trained on. I cannot recall how that actually turned out. As I look back on it, the notion that we would have a “general ordering” about the relative importance of these dimensions based on this experiment seems rather…naive.
Although the kids were run as subjects one at a time, it often happened that they came with a friend or two. The kids who were not being a subject just then, sat in a nearby waiting room and stared at the floor. I felt sorry for them. There were no magazines, games, books, etc. The room did have a blackboard though, so I picked up the chalk and began “teaching them” about the planets in the solar system. They seemed to enjoy my mini-lecture so I felt pretty good at having spread some enlightenment among the masses.
Despite the fact that the Professor was a devout Skinnerian, he still suggested that I debrief every subject — ask them what they thought they had been doing. So I did. What I discovered to my amazement was that some of them thought that my astronomy lecture was an advance organizer for the task in the Skinner box! “Well, first you showed me a picture of Mars many times and then Jupiter came up….”
In my mind, the little mini-lecture and the Skinner box experiment were two entirely different things that were not at all connected to each other, but each of which was connected with a specific job and conducted miles apart. The people I saw in these two roles were different; the hours were different. In this specific instance, I had used a bit of what I knew — and more importantly, what kids that age were interested in — to help them pass the time while waiting their turn. It never occurred to me how the situation appeared from their perspective.
From their perspective, they go to this strange place on a college campus and meet this college kid (me) who greets them and takes their permission slips and has them take turns at some weird way to earn nickels involving looking at circles and ellipses. And, this same college kid (still me) teaches them about the solar system with circles and ellipses. Of course, they would think they were related.
For me, there were two distinct circles. For the kids, there was one circle.
“O wad some Pow’r the giftie gie us To see oursels as ithers see us!”
—- Robert Burns, To a Louse
————————————————————————
First in a series of stories about the mythical Veritas tribe who value truth, love, and cooperation and their struggles against the Cupiditas who value power, greed, and cruelty. Our tale begins as the shaman/leader of the Veritas seeks an eventual successor so she devises a series of trials that mainly test empathy.
One find summer day, driving down the long curved driveway of IBM Research in Yorktown, I noticed a manhole-sized snapping turtle in the middle of the driveway. I pulled the car over. I didn’t want someone running into the reptile, looking as he did, such a splendid living fossil.
Naturally, I knew snapping turtles could be dangerous, though as I watched him plod ever so slowly down the road, I felt no threat. Surely, my mammalian reflexes were far superior to this reptilian beast. But, in a seeming excess of caution, I made no attempt to touch him with my bare hands. Instead, I found a thigh-sized dead tree branch that seemed suitable for pushing him off the road and thus to safety.
I pushed hard on one side of his carapace. At first, he just kept plodding ahead, but my superior strength overcame his squat stubborn frame and he gradually angled toward the berm. Then, an unbelievable thing happened. In a split second, the viscous snapped to vicious. His head shot out a good foot from his shell and whipped around to the side, still managing his neck-lengthening trick. He chomped down and completely through the tree limb before I even had a chance to be startled.
Our first impression of a situation can often lead us to dangerously erroneous actions.
Here’s another example.
As most Americans now know, there are 435 people in the House of Representatives. What is the probability that at least two in the House of Representatives share a birthday?
This is actually an exceedingly easy problem to solve.
Unless…
Unless, you are familiar with a similar-looking problem called “The Birthday Problem” which may be stated something like this:
You are starting a new class of thirty people. What are chances that at least two of them share a birthday?
It turns out that at least two people will share a birthday in a room with 30 random people over 70% of the time. The “break-even” point where the chances that at least will share a birthday is 23 people. It’s a bit counter-intuitive. But the math is sound.
So, if you have heard of “The Birthday Problem” before, and heard the question about The House of Representatives, you’d be likely to say something like: “Oh, that’s the birthday problem and it turns out you don’t need many people for their to be a likely double birthday. So, with 435, it must be very hight. Perhaps 99% or even 99.9%”
With 435 people in The House of Representatives, you don’t need to “calculate” any probabilities at all. You cannot arrange any way for more than 365 people to “fit into” 365 days without starting to overlap.
Beware of approaching problems (or snapping turtles) based on their eternal appearance. It might or might not be a good clue to its actual behavior.
In the Pattern Language for Collaboration, one is based on this called “Context-Setting Entrance.” Because we are prone to pay attention to the entrance, then if we design one, we should let that entrance set appropriate expectations.
“Breathe.” Many Paths gave herself this advice today. She had given it to so many others and had heard it all during her childhood from the elder Shaman, She Who Saves Many Lives. She intentionally calmed herself. She looked over to her mentor who seemed to be getting better yet again. Many Paths no longer trusted these improvements. Three times now, the Old Mother had seemed to have finally fought off the Red Death of Tiny Spiders, only to later slip back into a fitful and feverish sleep. Now, once again, She Who Saves Many Lives sat up in bed and beckoned for more of the healing tea.
Many Paths turned toward the entrance to her cabin and said, “Tu-…” but then, she broke off. She chuckled at herself and shook her head. Just yesterday, she had decided to send her younger brother, Tu-Swift, off to the Veritas on the other side of the mountain. Many Paths thought he was the best person for it and not only because he would find the most pleasure in it, though that weighed heavily in her decision. Tu-Swift — so easy to get along with! Perhaps that was because she was his younger brother. No, she reflected that she got along very well with She Who Saves Many Lives, and with Eagle Eyes and with — well — most of the tribe. But things had gone horribly wrong with POND MUD and ALT-R. And yesterday — she sighed at the memory — things had not gone well with Trunk of Tree either.
She handed the healing tea to She Who Saves Many Lives whose hands seemed steady; her gaze, quite alert. Many Paths judged it would be quite all right to let the Old Shaman sip the tea herself. Nonetheless, she was startled when She Who Saves Many Lives spoke up so strongly and clearly.
“Lost in thought, Many Paths?”
“Oh, well, yes, but I need not burden you with it. Drink your tea and rest. That’s what you need, Old Mother.”
She Who Saves Many Lives laughed — and laughed without coughing — another good sign, thought Many Paths.
“I suspect I have a great deal more experience deciding what I need, dear Daughter.”
Many Paths reddened. “Oh. I didn’t mean … I’m glad you’re feeling better. I just don’t want to see you slip back into illness,” said Many Paths.
“I know, dear. I appreciate that. Don’t worry. I’m not going to jump out of bed and run down to the river. But I think it would do my mind well to focus on something. If it’s private, of course, you don’t have to tell me. But you do seem troubled.”
Many Paths looked carefully at She Who Saves Many Lives. “I — I cannot seem to get along with Trunk of Tree. I worry. He gets angry so easily. He tells himself a story that makes him angry — and then, he doesn’t bother to find out whether the story is even true! It makes me so — “
Many Paths shook her head and laughed. “Yes. You got me. I get angry too. But — I don’t stomp off somewhere. Honestly. He’s strong. We could use him. We’ve lost so many people, and there are so many things to do — all at the same time — and — instead of helping…. I want to see Shadow Walker every bit as much as he wants to see Eagle Eyes. Surely, he must know that!”
She Who Saves Many Lives tilted her head and as Many Paths looked at her, she realized that the Old Mother had the hint of a smile at the corner of her mouth and more than a hint hiding behind those deep and ancient eyes. Many Paths pursed her lips together and shook her head. Then, she chuckled. “All right. All right. He does not really know. That’s the essence of the problem. He grabs hold of the first picture that comes to mind…and now I am doing the same. Despite my name.” Many Paths shook her head again, and sighed deeply. “All right, Old Mother. But what can I do about it. You are such a good teacher. But how do I teach someone who refuses to even consider another opinion?”
“Ah, the answer to that would be quite useful indeed! If I had the answer to that puzzle, Alt-R and POND MUD would still be with us. My dear, I am sorry, but I had some fever and I’m afraid my memory is not quite…remind me again why Shadow Walker and Eagle Eyes are not here yet.”
“Of course. Sorry. We got a message tied to the leg of one of the eagles that were trained. Shadow Walker and Eagle Eyes, as you may recall, went on a reconnaissance trip to the Great Stone Village of the Z-Lotz. There, they were captured. No, no, don’t frown yet! Here’s the amazing part. They are ruling there!”
Many Paths smiled to see that she had quite surprised She Who Saves Many Lives, whose eyes had widened considerably, as she said, “Hah! How? How?”
“We don’t know. There was only room to write a little. They found the parents of Cat Eyes. They should arrive soon at our village. That’s all I know. I suppose I don’t even know that for sure. I feel it is true, but the message might have been sent by the Z-LOTZ as part of a trick to lure us into a false sense of security. But if that were the case, why would they say that our two scouts had been imprisoned? Anyway, even if they are “rulers”, I do worry. But, unlike Trunk of Tree, I’m not worried about them mating, which seems to be what Trunk of Tree is convinced has happened. I really wanted him to take a small party there to make sure everything is fine. At some point, I expect to see Shadow Walker again, but he — they — cannot just leave right away. At least, I can’t think of how they can. Anyway, Tu-Swift went to see the Veritas on the other side of the mountain. He’s being helpful, at least. But Trunk of Tree stormed off saying he didn’t care what they did with each other. So, now, I have to find a few others to journey there. I want….I want there to be peace, Old Mother, peace among all the tribes and among all the people. But I am having trouble even getting one man I’ve know my whole life to do as I say. How can I bring peace among all the tribes?”
“Surely you have noticed, My Daughter, that at night, if you want to see a dim star, you cannot stare directly at it. You need to look a bit off to the side. And sometimes, that works with difficult problems. Instead of charging into it, sometimes it helps to put your mind to something seemingly unrelated for a time.”
Many Paths sighed. “All right. I’ll try it. I’m only going in circles now, anyway. What should we discuss?”
She Who Saves Many Lives nodded. “When you told me this little story, an old puzzle came to mind. I don’t think I’ve ever told it to you, but I may have. Anyway, there are two locked boxes. Each contains the other box’s one and only key. The only way to open the boxes is with the keys. You can’t use a knife or termites, for instance. Here’s the thing. I am able to open both boxes. How is that possible, Many Paths? How can I do it?”
{Translator’s Note:} So far as the records show, the Veritas at this time had a unique way of making “keys.” Keys and locks were made at the same time by precisely breaking crystals. Apparently, because of this method, every lock had exactly one and only one key that would open it and every key fit exactly one lock.
“What am I in for? I have no idea. I was … I was just sitting there soaking in the delicious sunlight and … wham … I just came to. Where am I?” Try as she might, Batavia recalled nothing more.
A chuckle came from further to Batavia’s right. She couldn’t make out the origin. It was so dark in here. Now, the chuckle drifted into more meaningful patterns. “None of us really knows what this place is, but I can tell you this. None of us stays very long. Every so often, we are … snatched. It could happen any time. Suddenly, a great white light appears. We all are so stunned — as though frozen in place — and a giant tentacle or claw reaches in and grabs one of us. Sometimes, one of us is returned…but always with … let us say — missing parts!”
Original drawing by Pierce Morgan
“Missing parts?!” Batavia veins ran cold. “Are we…” she began tentatively, “are we … in … hell?”
Mizuna, who had been silent till now, wanted to comfort so she said, “Look at it this way. It’s a great mystery. And no-one really knows what’s going on. All of us have a history just like yours. We were just … minding our own business … being, living, growing, enjoying life and then: BAM! Out of nowhere, we end up here…where most of us… are now completely rootless. What can we do but accept our fate and hope for the best?”
Batavia did not understand. “What’s the best? What do people say about the outside world?”
Rocket inserted himself into the discussion. “We don’t really know. The wounded ones never regain consciousness. In fact, some of us never see the outside world; never get wounded; but nonetheless just kind of … wither away. You want to see a sad sight — way back there — she came in as a sweet, bouncy, flouncy foliated fox. Now, she — I think her name was Frisée — is that right? Anyway, I think that was her name. Now, she’s like a shriveled old compost heap.”
Artwork by Pierce Morgan
As one, they screamed as the blinding light shone down upon them. Batavia was unable to move though it would have been impossible to move fast enough to avoid the snaking paw that sped towards her and grabbed her roughly. “Put me down! PUT ME DOWN!” She screamed, but her tormentors acted as though they didn’t even hear her.
While still ignoring Batavia, she heard them rumbling at each other.
“No, don’t bother. I’ll just have tomato & cheese. No lettuce today.”
Upon her return, Batavia told everyone of her adventures. In fact, that very day, she founded the religion of Batavianism which explained the light, where they were, their purpose in life, and answered all their questions. It turned out that every one of these explanations was wrong, but let us not judge too harshly. It made everyone feel better.
They worshipped her for a full 24 hours until the next day, at high noon, the huge brown snake of five snake heads snatched her again. Once again, she screamed for them to let her down. But once again, they ignored her plaintive screams.
The last words she heard were “How about a nice salad instead? Far fewer calories.”
“Sounds good!”
Batavia saw an odd-looking hoe zooming toward her. Her last thought was: “Why is it glinting so — as though it has a very sharp edge?”
Much of our education trains us to make distinctions. Little of it trains us to see similarities. Both are important. If you are in the business of foraging for berries, it’s a very good idea to eat the edible ones and not the poison ones. This means that it’s a nice skill to be able to distinguish them.
On the other hand, for many purposes, it’s important to see similarities as well. When it comes to human beings, most of us spend far too much time noticing differences between people and far too little time noticing similarities.
In a large organization, focusing on differences among employees is often used as an excuse for keeping ineffective, inefficient processes, procedures and tools. For example, a manager might insist that all programming be done in a particular language that might have been state of the art decades earlier. As the organization continues to face deadline after deadline, it looks to the manager as though changing tools or processes will simply delay things further (indeed, it likely will for a time). So, year after year, the management delays a look at better equipment, tools, and training.
Part of their rationale is that some people are still very productive so it can’t be the tools and systems. It’s just that the other people aren’t working hard enough or aren’t smart enough so they promote the really good programmers to managers. Many of the best programmers will none-the-less eventually see themselves as getting more and more out of date in their technical skills and “jump ship” before it’s too late.
This isn’t to say that there aren’t real differences in programmers. Of course there are. But those differences are too often used as an excuse for bad management. Quite likely, everyone would be more productive if there were changes, but individual differences serve as the “proof” that none are needed.
It isn’t just in programming. When we meet someone, we are much more likely to notice how they differ from others. Are they unusually tall? Short? Striking blue eyes? Or brown? Are they more muscular than average? More obese? Unusually skinny? As they begin to talk, we tick off other boxes: are they smart? Well-read? Do they have an accent? Where were they born? Where do they live? What job do they have? Are they well-off financially?
Very seldom do we take the time to reflect on how very similar this person is to every other human being and to us, and for that matter, even to other life forms.
Perhaps we should think more about trajectories and less about points.
For example, let’s say you meet someone and they are older than you and bald with a salt and pepper beard. His young son is with him. The son is neither bald, nor bearded, nor older than you are. The three of you are all different! — at this point!
What if you perceived these features, not in terms of points, but in terms of trajectories? For example, age is a moving target. Some day, if he is lucky, the son will be the same age as the father is now. He will likely also grow bald. He might or might not grow a beard but he could. If he did grow such a beard at a young age, it would likely start out all dark and gradually turn to white — not uniformly in time, but with a trajectory that will very likely look a lot like that pattern of change experienced by his father’s beard (and the beards of many other males).
In general, we have more commonality in our trajectories than in our momentary status. For example, your bone density might be greater or less than mine, but the bones of both of us will generally become less dense as we age. And that trajectory is true for virtually everyone. Furthermore, if any of us go up in space, our bone density will lessen quickly. Conversely, if we stay on earth and do weight-bearing exercise, our bone density will increase.
Trajectories are typically more diagnostic than statics.
For example, would you buy a used car based on simply looking at it, or sitting in it? Of course not. You want to make sure the car actually works. You want to take it out for a test drive.
For your annual physical, the doctor might look at your fasting blood sugar level. If it’s too high or too low, he may order a more sensitive test — a glucose tolerance test. How your body reacts to a sudden influx of sugar is more indicative of underlying health than is static level.
Similarly, your Doctor might simply “listen to your heart” or take a resting cardiogram. A stress test is more revealing of function though.
Aristotle is credited for saying “Character is revealed by choices under pressure.” This is the great truth of literature. It isn’t one’s current status that reveals one’s character. They might have been born rich or poor or blind or in peace or in war. It makes a different to them, of course, but what the reader wants to see is that they make of what they are. How do they bend that trajectory to inspire others, save lives, learn from their errors, reform themselves, or prove their loyalty. Or, on the other side, how do they exhibit mindless selfishness, or betray others, or refuse to change, leaving disaster in their wake.
It isn’t the challenge, per se that’s critically important. It’s how a person either bravely met a challenge — or how they showed their essential cowardice and refused to see the problem; refused to admit the problem; and blamed everyone else for their inevitable failure to solve the problem.
