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Fraught Framing: The Presumed Being-ness of State-ness

31 Wednesday Dec 2025

Posted by petersironwood in America, creativity, psychology, Uncategorized

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#therapy, creativity, Democracy, education, flexibility, framing, fun, HCI, health, human factors, innovation, learning, life, politics, problem formulation, sports, therapy, USA, writing

Fraught Framing: The Presumed Being-ness of State-ness

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OLYMPUS DIGITAL CAMERA

As I understand it, in Spanish and Portuguese, for example, there is a linguistic distinction between current state of being and habitual state of being that is signaled by the use of different verbs. In English, we say, “That is an angry dog” to mean “That is a dog who is generally and habitually angry” and also to mean, “That dog is in an angry mood right now.” 

woman and man wearing brown jackets standing near tree

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But, regardless of what native languages we write and speak, we humans often make statements about something and treat that something according to the unstated and untenable presupposition that what is true about the current state of affairs is true about eternity. 

This habit of mind, sometimes reinforced by language, is often incredibly useful. For instance, near me right now are a table, and on the table, among other things are a coffee cup filled with coffee and a checkbook. The table is mainly composed of wood and marble. For many purposes, this is an adequate description. Of course, none of these so-called objects were always in their current state. Once, the wood was part of a tree. And, before that, the material in the tree was mainly rainwater and dirt. It was transformed into a tree by a mere seed of information using energy from the sun. 

close up colors dry nature

Photo by Pok Rie on Pexels.com

Meanwhile, even the marble portion of the table was not always in its current state. At one point, in the distant past, this marble was limestone. The limestone was transformed by temperature and pressure into marble. Before the limestone was limestone it was mainly the shells of tiny animals living in the ocean. If we trace the table back far enough we will come to the “Big Bang” that started the universe as we know it. The transformation of the table from one sort of thing into another did not end when it became a table nor when I bought the table. Some day, it will no longer be a table. Eventually, the material nature of the wood, and eventually even the marble will be different. The checkbook and the coffee cup will likely cease to be a checkbook and a coffee cup long before that. 

For the purpose of drinking my coffee, it is just fine to think of this cup as being a cup. It holds my coffee and keeps it somewhat warm. The table works just fine as a place to hold the coffee cup. I don’t need to think more deeply about the lifecycle of the table or the cup or the checkbook. 

Usually. 

But sometimes, it is useful to deconstruct these categories. A fairly common test of creativity, for example, is to think of alternative uses. What could this table be used for besides a table? It is a pretty sturdy looking table, so I would say it could be used as a seat by one or two people pretty safely. It could be used as a deadly if awkward weapon. The bracing cross-piece could be detached and used as less awkward weapon.  It could be used as a barrier. The wood part could be used as firewood. The thing that I habitually use as a coffee cup could be used as a container for many types of liquids or solids and even, with the help of the checkbook, could be used to hold gasses though not very effectively. The checkbook can be used as a weapon against a mosquito. In a very different way, the checkbook could be used as a weapon against a person or even as a weapon against a nation; e.g., by writing checks to steal an election. 

adult beverage breakfast celebration

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While all of these “objects” have histories, they also have futures. Generally speaking, the people I know give little thought to the future of the objects that they interact with. But slowly, and likely too slowly, this is gradually changing. We often now recycle or reuse objects. Thinking about the future of an object also influences my choices about what I buy.

Thinking about the future of objects is particularly important to when it comes to radioactive material which can pose very long term hazards or it can be stolen and used to cause fairly short term mayhem. Collectively, the plastic that we use gets discarded and then, does not vanish into nothingness. It finds its way into the air we breathe and the water we drink. Now that the population of the earth is 7 billion, [Update: 8.2 billion now in 2025!] we can no longer afford to ignore how the objects we interact with were created and we cannot afford to ignore what becomes of them. What we call a “table” or a “cup” or a “checkbook” is really only a “table for now”, “a cup for now” and a “checkbook for now.” 

The fluidity of things also applies to human beings. It should be pretty obvious to most adults that someone we call “a toddler” or a “teen-ager” is not in that category forever. Most people evolve over time both physically and mentally. The change from “toddler” to “teen-ager” takes many years. Physically, the person usually seems stable from one hour to the next (even physical stability is an illusion; we create over 200 billion new cells a day!). Socially and psychologically, however, we are unstable even at a macro level. A sixteen year old, for instance, may act very much like a mature adult in hundreds of different circumstances. Yet, if they are overly influenced by “friends” or under the influence of alcohol for the first time, their behavioral self-control may easily revert to that more like a ten year old or even a two year old. 

girls on white red jersey playing hand game

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We Limit Others by our Categories

It is human and common but not useful to observe a small slice of someone else’s behavior and thereby make inferences about their habitual behavior. Even if we know about someone’s habitual behavior, it doesn’t mean that they always behave that way and it doesn’t mean that they can’t change over time. When we say, “Oh, don’t pick Chuck for the baseball team; he’s such a spaz” or “No, I’m sure Sally wouldn’t like to join us; she’s really a loner” or “You can’t count on Jim; he never follows through” we are almost certainly over-generalizing. Perhaps Chuck never learned baseball as a kid and he simply needs to learn and practice basic skills. Maybe Sally has no real friends precisely because no-one asks her to join them because everyone thinks she’s a loner because she’s always alone – because no-one ever asks her to join them. Or maybe her idea of a good time is hiking and she’d be happy to do that, but she (like me!) has zero interest in going clubbing and getting drunk every day. Maybe Jim is completely overworked and/or needs to learn better time management skills. 

light light bulb bulb heat

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“How many psychologists does it take to change a light bulb? Only one, but the light bulb has to want to change.” 

People may be changed by circumstances but therapy often works too. As the joke implies, it won’t work very well if the main reason the “light bulb” goes to the therapist is to feel better rather than to get better, it’s an opportunity lost. Others who frequently interact with the “light bulb” often hold views and use names that subvert therapy. For example, a person who is never assertive and wants to change that may find that when they do so, their family and colleagues at work, who have been taking advantage of them for their own purposes may say things like this: “Oh, you used to be so nice!” {Translation: I used to be able to manipulate you for my own purposes so much more easily}.   

We Limit Ourselves by our Categories

While we unwittingly define others into boxes that may serve to limit what they can do, we humans are generally “equal opportunity destroyers” and also limit our own potential through self-talk as well. I like to play golf and have therefore asked many people over the course of my life, “Do you play golf?” 

Take a guess what response I have heard at least two dozen times. “Golf? Oh, no. I tried that a couple times. I’m no good.” 

silhouette of man playing golf during sunset

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After picking myself up off the floor, I try to explain as nicely and politely as possible that if you’ve literally tried it a couple times, you have no idea whether you would be any good at it. You very likely have no idea whether you would like it either. The same goes for painting, writing poetry, playing video games, eating healthy food, exercising regularly, and so on. In each case, your initial level of skill and your initial level of enjoyment are very poor predictors of the long term. It is most often, not our ability, but our self-definitional boundaries and self-talk that limits us. 

The US military spent a lot of time and effort on trying to predict who will become an ace pilot. There are people who probably won’t make good pilots (poor vision, poor coordination, or poor three-dimensional spatial reasoning) but predicting who among good fighter pilots will make a great fighter pilot is much more difficult. The computer industry similarly spent a lot of time and effort trying to predict who will become a super-programmer. Same lack of results, so far as I know. Predicting who will be extremely successful is very hard. That doesn’t mean that no-one believes that they intuitively know. They’re just dead wrong.

Exercises for Flexibility.

girl on beach

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Life is complicated and complex so I understand that many folks may be reluctant to expand the scope of what they and others are capable of. But if you do want to become more flexible in your behavioral repertoire, there are several things you can do. 

First, you can become aware of your statements about yourself and others. When you find yourself thinking, “Jim never follows through,” try to restate that in terms of empirical evidence. It could be: “Well, once I asked Jim to help plan the office party and he never showed up for the first meeting. Another time, he said he would help teach my daughter how to parallel park, but nothing ever came of it.” You might immediately see that you have precious little evidence to back up your claim that Jim never follows through. You might also ask yourself whether you ever asked Jim about these incidents. There may be hundreds of legitimate reasons that he didn’t “follow through.” His name might have been left off the distribution list for the party planning meeting. And so on. Generating these alternatives is explored in more detail in “The Iroquois Rule of Six” which basically says before acting on an explanation that is inferred you should generate five alternative explanations. 

Second, you can read fiction, watch movies, attend stage plays, do some amateur theater or even answer a questionnaire from someone else’s perspective. In working with Heather Desurvire at NYNEX, on a usability evaluation of a prototype, we did a variation on heuristic evaluation in which we had people look for issues and offer suggestions from a variety of different perspectives; e.g., a behaviorist, a cognitive psychologist, a worried mother, a physical therapist and so on. With the total amount of time controlled for, people found more issues and offered more suggestions when they looked at the application from the perspectives of many different people. 

Third, and my current favorite, is “Attitude Dancing.” I’m not sure this is what Carly Simon and Jacob Brackman meant by their song title, but when I turn on music while I am cooking or cleaning, I spent part of my dancing time dancing as though I were in a completely different mood or even as though I were a completely different person. 

Give it a try! 

——————————

Author Page on Amazon. 

Desurvire, H. and Thomas, J.C. Enhancing the Performance of Interface Evaluators Using Non-Empirical Usability Methods. In the Proceedings of the Human Factors Society 37th Annual Meeting, October, l993

The Walkabout Diaries: Life Will Find a Way

How the Nightingale Learned to Sing

Your Cage is Unlocked

The Crows and Me

It was in his Nature

Axes to Grind

Silent Pies

The Invisibility Cloak of Habit

Where Does Your Loyalty Lie?

Wednesday

My Cousin Bobby

The Impossible

Labelism

The Update Problem

  

Fraught Framing: The Virulent “Versus” Virus

29 Monday Dec 2025

Posted by petersironwood in America, apocalypse, creativity, driverless cars, management, psychology

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Climate change, creativity, Democracy, Design, environment, framing, history, innovation, IQ, life, peace, politics, problem formulation, problem solving, school, technology, testing, thinking, TRIZ, truth, USA, war

Fraught Framing: The Virulent “Versus” Virus

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Like most of us, I spent a lot of time in grades K through 12 solving problems that others set for me. These problems were to be solved by applying prescribed methods. In math class, for example, we were given long division problems and we solved them by doing — you guessed it — long division. We were given history questions and asked who discovered [sic] America and we had to answer “Christopher Columbus” because that’s what the book said and that’s what the teacher had said. 

Even today, as of this writing, when I google “problem solving” I get 332,000,000 results. When I google “problem formulation” I only get 1,430,000 results — less than 1%. (“Problem Framing,” which is a synonym, only returned 127,000). [2025 Update: Google no longer provides this information. Indeed, the only non-commercial link I see is one to Wikipedia. The first entry to any search is typically their AI answer.]

And yet, in real life, at least in my experience, far greater leverage, understanding, and practical benefit comes from attention to problem formulation or problem framing. You still need to do competent problem solving, but unless you have properly framed the problem, you will most often find yourself doing much extra work; finding a sub-optimal solution; being stymied and finding no solution; or solving completely the wrong problem. In the worst case scenario, which happens surprisingly often, you not only solve the “wrong problem.” You don’t even know that you’ve solved the wrong problem. 

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There are many ways to go wrong when you frame the problem. Here, I want to focus on one particularly common error in problem framing which is to cast a problem as a dichotomy, a contest, or a tradeoff between two seemingly incompatible values. We’ve all heard examples such as “Military Defense Spending versus  Foreign Aid” or “Dollars for Police versus After School Programs” or “Privacy versus Convenience” or “A Woman’s Right to Choose versus the Rights of the Unborn Fetus” or “Heredity versus Environment” or “Addressing Climate Change versus Growing the Economy.” 

One disadvantage of framing things as a dichotomy is that it tends to cause people to polarize in opinion. This, in turn, tends to close the minds on both sides of an issue. A person who defines themselves as a “staunch defender” of the Second Amendment “Gun Rights”, for instance, will tend not to process information or arguments of any kind. If they hear someone say something about training or safety requirements, rather than consider whether this is a good idea, they will instead immediately look for counter-arguments, or rare scenarios, or exceptional statistics. The divisive nature of framing things as dichotomies is not what I want to focus on here. Rather, I would like to show that these kinds of “versus” framings often lead even a single problem solver astray. 

Let’s examine the hidden flaws in a few of these dichotomies. At a given point in time, we may indeed only have a fixed pool of dollars to spend. So, at first blush, it seems to make sense that if we spend more money on Foreign Aid, we may have fewer dollars to spend on Military Defense and vice versa. Over a slightly longer time frame, however, relations are more complex. 

woman standing on sand dune throwing hat

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It might be that a reasonable-sounding foreign aid program that spends dollars on food for those folks facing starvation due to drought is a good thing. However, it might turn on in a specific case, that the food never arrives at the destination but instead is intercepted by local War Lords who steal the food and use it get money to buy more weapons to enhance their power; in turn, this actually makes the starvation worse. Spending money right now on military operations to destroy the power of the warlords might be a necessary prerequisite to having an effective drought relief programs.  

Conversely, spending money today on foreign aid, particularly if it goes toward women’s education, will be very likely to result in the need for less military intervention in the future. That there is a “fixed pie” to be divided is one underlying metaphor that leads to a false framing of issues. In the case of spending on military “versus” foreign aid, the metaphor ignores the very real interconnections that can exist among the various actions. 

There are other problems with this particular framing as well. Another obvious problem is that how money is spent is often much more important than the category of spending. To take it to an absurd extreme, if you spend money on the “military” and the “military” money is actually to arm a bunch of thugs who subvert democracy in the region, it might not make us even slightly safer in the short run. Even worse, in the long run, we may find precisely these same weapons being used against us in the medium turn. Similarly, a “foreign aid” package that mostly goes to deforesting the Amazon rain forest and replacing it with land used to graze cows, will be ruinous in the long run for the very people it is supposedly aimed to help. In the slightly longer term, it speeds destructive (and anti-economic) climate change for everyone on the planet.

bird s eye view of woodpile

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False dichotomies are not limited to the economic and political arena. Say for example that you are designing a car or truck for delivering groceries. If you design an axle that is too thin, it may be too weak and subject to breakage. But if you make it too thick, it will be heavy and the car will not accelerate or corner as well and will also have worse gas mileage. On the surface, it seems like a real “versus” situation: thick versus thin, right? Maybe. Let’s see what Altshuller has to say.

Genrich Altshuller was a civil engineer and inventor in the Stalin era of Soviet Russia. He wrote a letter to Stalin explaining how Russian science and engineering could become more creative. A self-centered dictator, Stalin took such suggestions for improvement as personal insults so Altshuller was sent to the Gulags. Here, he met many other scientists and engineers who had, one way or another, gotten on the wrong side of Stalin. He discussed technical issues and solutions in many fields and developed a system called TRIZ (a Russian acronym) for technical invention. He uses the axle as one example to show the power of TRIZ. It turns out that the “obvious” trade-off between a thick, strong but heavy axle and a thin, weak, but light axle is only a strict trade-off under the assumption of a solid axle. A hollow axle can weigh much less than a solid axle but have almost all the strength of the solid version. 

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One may question the design assumptions even further. For instance, why is there an axle at all? If you use electric motors, for example, you could have four smaller, independent electric motors and not have any axle. Every wheel could be independent in suspension, direction, and speed. No-one would have designed such a car because no human being is likely capable of operating such a complex vehicle. Now that people are developing self-driving vehicles, such a design might be feasible. 

The axle example illustrates another common limitation of the “versus” mentality. It typically presumes a whole set of assumptions, many of which may not even be stated. To take this example even further, why are you even designing a truck for delivering groceries? How else might groceries go from the farm to the store? What if farms were co-located with grocery stores? What if groceries themselves were unnecessary and people largely grew food on their own roofs, or back yards, or greenhouses? 

house covered with red flowering plant

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For many years, people debated the relative impact of environment versus heredity on various human characteristics such as intelligence. Let us put aside for a moment the considerable problems with the concept of intelligence itself and how it is tested, and focus on the question as to which is more important in determining intelligence: heredity or environment. In this case, the question can be likened to asking whether the length or height of a rectangle is a more important determiner of its area. A rectangle whose length is one mile and whose height is zero will have zero area. Similarly, a rectangle that is a mile high but has zero length will have zero area. Similarly, a child born of two extremely intelligent parents but who is abandoned in the jungle and brought up by wolves or apes will not learn the concepts of society that are necessary to score well on a typical IQ test. At the other extreme, no matter how much you love and cherish and try to educate your dog or cat, they will never score well on a typical IQ test. Length and breadth are both necessary for a rectangle to have area. The right heredity and environment are both necessary for a person to score well on an IQ test. 

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This is so obvious that one has to question why people would even raise the issue. Sadly, the historical answer often points toward racism. Some people wanted to argue that it was pointless to spend significant resources on educating people of color because they were limited in how intelligent they might become because of their heredity. 

Similarly, it seems that in the case of framing dealing with climate change as something that is versus economic growth, the people who frame the issue this way are not simply falling into a poor thinking habit of dichotomous thinking. They are framing as a dichotomy intentionally in order to win political support from people who feel economically vulnerable. If you have lost your job in the steel mill or rubber factory, you may find it easy to be sympathetic to the view that working to stop climate change might be all well and good but it can’t be done because it kills jobs. 

scenic view of mountains

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If the planet becomes uninhabitable, how many jobs will be left? Even short of the complete destruction of the ecosphere, the best estimates are that there will be huge economic costs of not dealing with global climate change. These will soon be far larger than costs associated with reducing carbon emissions and reforesting the planet. Much of the human population of the planet lives close to the oceans. As ice melts and sea levels rise, many people will be displaced and large swaths of heavily populated areas will be made uninhabitable. Climate change is also increasing the frequency and severity of weather disasters such as tornados and hurricanes. These cause tremendous and wide-spread damage. They kill people and cause significant economic damage. In addition, there will be more floods and more droughts, both of which negatively impact the economy. Rather than dealing with climate change being something we must do despite the negative impact on the economy, the opposite is closer to the truth. Dealing with climate change is necessary to save the world economy from catastrophic collapse. Oligarchs whose power and wealth depend on non-renewable energy sources are well aware of this. They simply don’t care. They shrug it off. They won’t be alive in another twenty years so they are willing to try to obfuscate the truth by setting up a debate based on a false versus. 

They don’t care. 

Do you? 

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Author Page on Amazon

The Dance of Billions

We Won the War! We Won the War!

Fish have no word for Water

After All

All we Have to Lose

Guernica

Love and Guns

You Must Remember This

Essays on America: The Game

Cancer Always Loses in the End

FREEDOM!

The Loud Defense of Untenable Positions

Where Does your Loyalty Lie?

The Crows and Me

Somewhere a Bird Cries

Roar, Ocean, Roar

Imagine All the People

Collide-o-scope

   

Baddies often had Bad Daddies

26 Friday Dec 2025

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

≈ 1 Comment

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Democracy, life, poem, poetry, politics, USA

Baddies often had bad Daddies 

Abusive, drunkard, dullard Daddies

Who beat their kids and beat kids’ Mummies

Thinking: “Love’s for Dummies!”


Baddies who are Iceholes too

Do not care a whit ‘bout you

So long as they can shout “Woo hoo!”

They pretend they’re tending to

Security for you.

They’re too scared of actual crooks

Or even nasty liberal looks. 

They go after toddler brothers

And also after pregnant mothers;

They dress up like real live armies

Then hunt workers on potato farmies

While the ICEholes shout: “Woo hoo!”

ICE’re always feelin’ icky

Cause they got dealt a teeny dicky.

But bossman says they licky

His grossest parts of pricky

They’ll grow a giant dicky!

They’ve seen no growth just yet.

But they never know regret 

As they insanely scream “Woo hoo!”

Lucifer’s erecting 

Deeper rings of hell

For ICEholes who’re protecting

The Orange Con-Man ne’er do well:

Tortures that seem to last forever 

Just because indeed they do.

And though there’s respite never,

At least they get to scream “Woo hoo!” 


Author Page

The Ailing King of Agitate

After All

All We Stand to Lose

Essays on America: The Game

Essays on America: Wednesday

Essays on America: Labelism

Where Does Your Loyalty Lie?

My Cousin Bobby

Stoned Soup

The Three Blind Mice

Timeline for RIME

A NICE circle of friends

That Cold Walk Home

Somewhere a Bird Cries

The Walkabout Diaries: The Life of the Party

Travels with Sadie: Teamwork

The First Ring of Empathy

Tools of Thought

A Pattern Language for Collaboration and Cooperation

Plans for US; some GRUesome

Donnie Gets a Hamster

Regression to the Mean

21 Sunday Dec 2025

Posted by petersironwood in America, management, psychology, sports

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AI, Business, Democracy, experiment, family, Feedback, HCI, learning, life, mental-health, personal-growth, politics, science, sports, testing, truth, USA, usability, UX, writing

Regression to the Mean

selective focus photography of yellow leaves

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While working full-time at IBM Research, I was also a Fellow at the Institute for Rational-Emotive Therapy in Manhattan. I wrote an article in 1978 for their Journal, Rational Living. The title was: “Why Do I Self-Down? Because I’m an Idiot?” Indeed, many people put themselves down and it is not helpful. I hypothesized several different causes for this kind of self-slamming behavior. Most of these causes you could probably figure out on your own. But one in particular is subtle and non-intuitive. It is based on a statistical phenomenon which few people know about despite the fact that it is extremely pervasive. This phenomenon is called “Regression to the Mean.” 

I want to define this term by explaining some examples. Imagine that you have a new soft drink which contains a combination of herbs that will purportedly make you smarter; e.g., gingko and bacopa. (There is some evidence these may actually work but let’s assume that they don’t or that your tea has too little to be effective). Here’s what you do to “prove” that it works anyway. You give an IQ test to 10,000 people and choose the 50 who score the lowest on the test and have them drink your tea for the next six months. At the end of that time, you give those 50 people an IQ test again and — Voila! The average (or mean) of the IQ scores has almost certainly gone up. Yay! It works! 

Or does it? One of your competitors is not too happy about your study. In fact, they aren’t even happy you put your tea on the market. They decide to prove that your tea is not only ineffective but that it makes people less smart. So what do they do? They give an IQ test to 10,000 people and they pick the 50 who score the highest. They have them drink your tea for six months and at the end of that time, they have them take another IQ test. In this case, the mean (average) score is lower than the first time! Ouch! They say your tea causes brain damage! 

photo of head bust print artwork

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How can the same tea make people smarter and make them dumber? In this case, it does neither. What is going on? Here’s what is going on. When you measure something, there is always some error. Whether you are measuring your weight, your height, your blood pressure, or your IQ, the measurement is never exactly perfect. Your weight may vary slightly because of atmospheric pressure and more so because of water retention. If you take an IQ test, your score will partly reflect how well you do on such tests in general, but it will partly depend on luck. You may have felt particularly good that day, or a few of the questions might have been on topics you just heard about on TV the day before, or you may have made some lucky guesses. Or, you may have been unlucky on a particular day. You might have had a cold or misread one of the questions or forgotten your morning coffee. On any given day, some people will be a little lucky and some people will be a little unlucky. These things tend to balance out in a large group and if you tested all 10,000 people after six months, then assuming the tea has no real effect, no effect will be shown in the data. 

cards casino chance chip

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However, if you select the very best scores, you are partly picking smart people, of course, but you are also picking the people who were lucky that day. When you test just those people six months later, they will generally be just as smart but there is no reason to suppose they will be lucky again. Some will be lucky both times, most will not be particularly lucky or unlucky and a few will be unlucky. The average score will be lower. Conversely, if you choose the lowest scoring people, you will partly be choosing people who don’t do well on such tests in general. But you will also be choosing people who were tired, sick, guessed wrong or were otherwise unlucky that day. When you retest, those people will still tend to be people who do poorly on such tests, but they won’t necessarily all be unlucky again. Some will. Some won’t. On average, the scores will be higher than they were the first time. 

The phenomenon of “Regression to the Mean” was first noted by Francis Galton in the 1880’s. Tversky and Kahneman, so far as I know, were the first to note that this phenomenon could easily cause managers, coaches, and parents to end up being unnecessarily negative. Here’s how it works. Let’s say you are learning to hit tennis serve. Although you will likely improve in general, over time, there will also be a lot of variation in your performance. Sometimes, everything will work well together and you’ll hit an excellent serve, one that is above your average level. At first, the coach’s natural inclination will be to praise this by saying, “Wow! Great serve!” or something like that. Unfortunately, your next serve, due to regression to the mean is very likely not to be quite as good as that one was. Your coach’s praising behavior was thereby punished. On the other hand, if you hit a particularly poor serve for your level, your coach might say, “Oh, come on. You can do better than that!” If they choose to say such things only on your very worst performances, then, due to regression to the mean, your next serve is likely to be somewhat better. In other words, their slamming you will be rewarded by your doing better the next time. The same general tendencies will apply to managers and parents as well.  

adult athlete body bodybuilding

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The same applies to you! Whatever you are doing, your performance will vary somewhat over time. If you begin by praising yourself internally whenever you hit a particularly great shot, your next shot will most likely be not so great. On the other hand, if you put yourself down when you find your performance particularly bad, “You idiot! How could you miss that!?” Your next shot will tend to be somewhat better. Over time, your positive self-talk will tend to be punished and your negative self-talk will tend to be rewarded. 

It’s no wonder then that many managers, coaches, and parents end up saying very negative things about their charges. It’s also no wonder that many people say (or more likely think) many more negative things about themselves than they say positive things.

 

Is there anything to be done? First, simply be aware of this phenomenon. That is step one. If you are running a study, you need to be careful in selecting. The study about your tea could be fixed by re-testing the entire population; by selecting a random group of 50 rather than the best or worst; or by using a control group who did not drink tea but was retested anyway. When praising or punishing someone’s performance, do not bother with trying to reward or punish outcomes based on one trial. That’s actually a pretty poor way to coach yourself or others in any case. See The Winning Weekend Warrior for more on this. Also watch out for this when you read about various conclusions of other studies. Did the investigators select either the “best” or the “worst” for their study? If they did such a selection, did they talk about the bias this introduces? Did they have a control group? 

Meanwhile, treat your mistakes as opportunities to learn, not as opportunities to put yourself down. There’s really no point in self-downing. But if you do find yourself self-downing, remember that it’s common; relax; smile at this human foible; then quit doing it. At least give yourself a break for the holidays. 

beautiful christmas fashion female

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Tversky, A., & Kahneman, D. Judgment under uncertainty: Heuristics and biases. Science, 1974, 185, 1124-1131. 

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My Cousin Bobby

The Update Problem

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Finding the Mustard

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The Self-Made Man

Labelism

Wednesday

Where does your loyalty lie?

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Plans for US; some GRUesome

The Walkabout Diaries: Sunset

The First Ring of Empathy

Stoned Soup

The Tale of the Three Blind Mice

Fifteen Properties

A Pattern Language for Cooperation

Travels with Sadie: Cooperation

 

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. 

abandoned architecture building concrete

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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. 

flight flying airplane jet

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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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The Update Problem

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Guernica

There Never was a Civil War

The Crows and Me

After All

At Least He’s Our Monster

The Siren Song

Occam’s Chain Saw Massacre

Math Class: Who are you?

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Sadie and the Lighty Ball

Roar, Ocean, Roar

Life Will Find a Way

Cancer Always Loses in the End

The Silent Pies

13 Saturday Dec 2025

Posted by petersironwood in America, family, fiction, psychology, story, Uncategorized

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The first time I won the prize, I was only 8. I had only had my two-wheeler for about a year when my gang of neighbor guys jointly decided it would be a lot more fun to ride our bikes if they made as much noise as real motorcycles. I can’t speak for the others, but it never occurred to me that other people in the neighborhood might not find this increased noise level “really cool!” 

Of course, we weren’t always riding our bikes. Sometimes we played in Lynn Circle at the end of our road. It served as a makeshift playground for baseball, kickball, and soccer as well as a free hippodrome for our races. This arrangement had one slight flaw. There were no fences. So, invariably, a ball would go careening off the pavement onto someone’s lawn. 

In our neighborhood, everyone’s house looked fairly similar, but they expressed themselves through their small gardens and lawns. Some people, like my dad, really worked at making our small lot at least something gardenish. Other people did little but mow their lawn every so often. But some treated their lawns as they might, at any moment, be teleported to the Master’s Golf Tournament for emergency green replacement. Universally, these people had no children at home. When that was so, none of them interacted much with the kids, the parents of the kids, or even, each other, as I can recall. 

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When a stray ball dribbled up into our lawn, someone just ran up and got the ball. No big deal. But if someone hit a ball into one of the three lawns that were antiseptic enough to serve as operating tables for open heart surgery–YIKES! Of these, the most stringent by far was “Old Lady Lynn.” When a ball went into one of the antiseptic lawns, we tried to reconnoiter the situation before even attempting to grab our ball back. We would consider whether there was a car in the driveway, whether there was any sign of life coming from the domicile in question. Only if we were fairly sure no-one was at home would we walk and get the ball. If we weren’t sure, we’d run up and snatch it as quickly as possible and then duck into a “friendly” back yard quickly enough so that we wouldn’t be identified. 

Old Lady Lynn always seemed to be at home. We imagined, because of her invariable and instantaneous reaction, that she spent all her waking hours peering out between curtains at her lawn to insure that none of us trampled her grass. 

Our gang decided to begin our little decibel enhancement project by each of us buying the loudest bell we could find. These were not modern, laser-guided, AI-enhanced sonic systems but simple bells that you had to operate with your thumb. It’s intended use was to prevent injuries and save lives by giving the bike rider a way to “warn” others of their impending presence to that the other person so they didn’t accidentally wonder into your path.

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We didn’t give that much thought. But we did give thought to how cool it sounded when we all rode around the circle clanging the bells.  Of course, even way back then, if you had a new toy or technology, you had to show it off incessantly and that’s what we did. 

Unlike the instantaneous reaction Old Lady Lynn had to our incursions onto her lawn, it took several days for the complaint to filter back to my parents. My parents (thank goodness) were not the sort to take my side regardless of ethics or consequences. I convinced my buddies that if we didn’t strike a compromise, our parents would take all our bells away. Our development project at that time, consisted of only three paved streets, but there were plenty of interconnecting dirt roads and paths that sported no houses on either side. Now, when we left the paved roads of civilization and rode off onto the dirt roads through the woods, we celebrated with cheers and bells as we crossed the threshold into non-civilization, a place where we could talk with each other without the constant reminders of parents and parenting. 

The golden sunrise glows through delicate leaves covered with dew drops.

A few days later, I was reading a book about dinosaurs when I heard a knock at the door. Soon, I heard the unmistakable wobbly tones of Old Lady Lynn. I couldn’t hear what she was saying nor what my parents said, but they sounded friendly. Then, the unbelievable happened. I heard them all laugh. It had never occurred to me that Old Lady Lynn would ever–could ever– laugh, or that she ever had laughed. 

I debated whether my appearance would make things better or make things worse, but in the end, I felt I I had to participate in whatever was happening. I hadn’t even finished opening my own door when I noticed a most amazing aroma! My eagerness spiked and I trotted into the kitchen. Steaming on the table: Not one but two warm, freshly baked blueberry pies. That smelled delicious!

My mom said, “Look, Mrs. Lynn was so happy you got those boys not make that bell clanging racket near her house and instead having your No-Bell in the Neighborhood Policy, she baked two pies.” 

The pies were amazing, but what was even more amazing that Mrs. Lynn became friends with my parents, and even with me. Every year, for the next six years we lived there, Mrs. Lynn gave me two pies. No two years were identical. All the pies were fresh baked and delicious: blueberry, raspberry, rhubarb, pumpkin, custard, cherry, and—my personal favorite—pecan pie. 

———————

Now, more than seventy years later, when I take Sadie for her morning walk, we often walk by a property with a self-proclaimed “Invisible Fence.” It’s been around for awhile, but it was invented in 1973; that is, about 20 years after the story recounted above took place. My neighbor’s invisible fence does seem to work for her two large and friendly dogs. They bark as we pass but do not accost us on the road. 

But the self-imposed boundaries of invisible fences have a long history in humankind. 

The reality is that we’re all part of one Great Tree of Life. 

All fences are temporary but, 

The impact of connection ripples forever. 

———

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Math Class

You Must Remember This

Ripples

Roar, Ocean, Roar

Imagine All the People…

The Dance of Billions

The First Ring of Empathy

A Pattern Language for Cooperation and Collaboration

Your Cage is Unlocked

Impossible

Problem Framing: Good Point!

08 Monday Dec 2025

Posted by petersironwood in AI, America, design rationale, HCI, management, psychology, story, Uncategorized, user experience

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You have probably heard variations on this old saw, “To a hammer, everything looks like a nail.” I’ve also heard, “If you have a hammer, everything looks like a nail.” There is also this popular anecdote:

One night, I took my dog out for a walk and I noticed one of my neighbors under a nearby street lamp crawling around on his hands and knees, apparently looking for something. I walked over and asked, “What are you looking for?”

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“My car keys!” He replied.

I have pretty good vision, so I helped him. I didn’t see any car keys so after a minute or so I asked, “Where exactly did you lose your keys?” 

He stood up, cracked his back, and pointed back to a nearby park. “Over there.”

“Over there?! Then, why are you looking under the street lamp? Why aren’t you looking over at the park entrance?”

“Oh, that’s obvious! The light is so much better here!” 

For a time, I had to very interesting and challenging job in the mid 1980’s at IBM Headquarters to try to get the company to pay more attention to the usability of their products and services. As a part of this, I visited IBM locations throughout the world. At one fabrication plant, our tour guide took us by an inspection station. This was not an inspection statement for chips. It consisted of one person whose job was to look through a microscope and make sure that two silver needles were perfectly aligned.

After we left the station, our tour guide confided that they were strongly considering replacing the person with a machine vision system. The anticipated cost would be substantial, but they hypothesized that the system would be more accurate and faster. It was, our host, insisted, just the nature of humans to be slow and inaccurate.

Maybe. 

When I looked at the inspection station however, with my background in human factors, I had a completely different impression of the situation. The inspector sat on a fixed height stool and had to bend his neck at an absurd angle to look into the microscope. He was trying to align these silver needles against a background that had almost the same hue, brightness and saturation. 

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Other than blindfolding the man, I’m not sure what they could have done to make the task more unnecessarily difficult. I suggested, and eventually, they implemented, a few inexpensive ergonomic changes and time and accuracy improved.

Like other companies in the technology segment, IBM often saw problems as ones that could be solved by technology. At that time, technology systems was their main business. Since then, they have expanded more fully into software and services. In fact, those services now include experience design.

If you find yourself enamored of technology in general, or some specific class of technology such as machine vision, speech recognition, or machine learning, you might overlook much simpler and cheaper ways to solve problems or ameliorate situations. Of course, you might lose some revenue doing that, but you can also win long term customer loyalty. 

Even if you are a hammer, everything is not a nail. 

That applies as well to User Experience. You might design the most wonderful UX imaginable for a particular product or service. But if it is shoddily made so that it is error prone; if it lacks important functionality; if the sales force is inept; or if service is horrible, those failures can completely overwhelm all the good work you have done on the UX. Because of the nature of UX, you might learn important knowledge or suggestions for other functions as well. It often requires finesse to have such suggestions taken seriously, but with some thought you can do it. 

During my second stint at IBM, I worked for a time in a field known at that time as “Knowledge Management.” One of our potential clients was a major Pharma company who felt that their researchers should do a better job of sharing knowledge across products. They wanted us to design a “knowledge management system” (by which they meant hardware and software) to improve knowledge sharing. 

Simply building a “Knowledge Management System” would be looking under the streetlamp. They knew how to specify a technology solution from IBM and have it installed.

However — they were unwilling to provide any additional space, time, or incentives for their employees to share knowledge with their colleagues!  

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They were convinced that technology would be the silver bullet, the solution, the answer, the Holy Grail, the magic pill. They viewed technology as less disruptive than it would have been to change employee incentives, or space layout, or give them time to actually learn and use the technology system. 

This reaction to “knowledge management” was not unique. It was common.

To me, this seems very similar to the notion that health problems can all be solved with a magic pill. What do you think? 

—————————————

Since originally writing, we have had the spectacle of DOGE: Destroying Our Government’s Effectiveness under the excuse of making it “more efficient.” It might be (as I strongly suspect) that the destruction was quite intentional. It might be (as some think) that it was accidental. In either case, the result was predictable because the method was guaranteed not to work to actually make things more efficient. If you really wanted to do that, you would take the time to understand a system before trying to redesign it. You would identify all relevant stakeholders and get their input. You would not redesign a system using a gang of young hackers but instead use an interdisciplinary team of experienced experts. You would check out your redesign both with those who were doing the work and with at least one group who were not familiar but had similar experience. Then, on the basis of feedback, you would redesign. When you were sure that you had the design right, you would not then institute it everywhere but in one small trial installation.

There’s a pill for that. 

The Pandemic Anti-Academic.

What about the butter dish? 

The invisibility cloak of habit. 

Process re-engineering comes to Baseball

E-Fishiness in Government

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The Ninja Cat Manual 4

07 Sunday Dec 2025

Posted by petersironwood in cats, fiction, pets

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I suspect that some of the cats might be catching onto the fact that I am decoding their manual. New paw-prints to decode have been scant lately although this could partly be due to the fact that we’ve been taking the dogs to a dog park rather than letting them track truckloads of dirt into  our house from the region “formerly known as lawn.” 

It’s long been known that the cats can open and close the wooden slat blinds. However, it was only a week ago that I discovered that Shadow, unable to continue her messages with paw-prints, was communicating by strategically slanting the slats to show patterns in the shadows and dazzles on the floor and walls. (See examples below). 

At first, I just thought that they were remarkably pleasing patterns. Then, while I was working on a crossword puzzle, it hit me. Shadow was continuing to pass her catalog of catastrophic advice on how to do in their humans. It still took a few days to understand the new communications protocols. 

Sorry for the delay, but here are my latest efforts. 

—————

Mislead with Surface Features

Humans are easily misled with visual appearances. This may well be partly due to their rudimentary senses of hearing, touch, and smell. Many of you will find this nearly impossible to believe, but some of them have attempted to mate with inanimate toys that do not move, smell, sound, or feel like humans. I am sorry to have horrified you with this recounting but I thought it necessary to show you the extent of their reliance on visual appearances. 

Furthermore, it is often not even the visual appearance of the objects themselves but the use of a label which determines their behavior. Again, the examples that follow will strain your credulity, but I swear to you these observations have been verified repeatedly. Rather than being scandalized by the level of depravity, instead, use this knowledge to your advantage in bringing about their downfall. 

Many humans believe that something as trivial as skin color or gender is a reliable guide to the mental and emotional capacities of a human being. If you are lucky enough to have such a person in your theater of operations, you can use such mental limitations to your advantage.

As an example, imagine that your humans have people with brown or tan skin in their employment as a gardener or maid or nurse. You can make your intentions known to that person. They will tell their human boss about your intentions but rather than take the threat you pose seriously and thank their employee for the heads up, they will instead berate the employee and put such a notion out of their mind. You will now have an easier time completing your mission because they will dismiss the evidence as something that came from people of a darker color and therefore is not something to attend to. 

A surprising number of humans have repeated a lie so often that they believe it even when as little as five minutes of open-minded reflection will show the silliness of the lie. For instance, it is often said that women are “too emotional” to be good leaders. It is the males, not the females of their species, who start most wars and commit most rapes. 

A Special Case: Human Language

Although language among humans is seen by them, and rightly so, as their greatest gift from the gods, instead of using it properly—which is still fraught with difficulty, they misuse that gift as much as they use it. Imagine that we cats used our sharp teeth to bite our own legs off or used our own claws to blind ourselves! Humans already confuse the label with the thing and now, the greediest among them intentionally mis-label things. For instance, humans have invented a way to make unused cat litter smell worse than cat litter which is completely saturated with urine and feces. They soak the cat litter before we use it. They soak it in chemicals that smell bad but some of them are also carcinogenic, some of them mess with the human’s hormones, and some of them destroy the cells that are used to smell with. Imagine! Their sense of smell is inherently pathetic and then, they impair what little they have. 

Humans even have special professions dedicated to misdirecting other people as effectively as possible.

At least, as effectively as is humanly possible. 

But it should give all of us a boost of confidence. If mere humans can fool another human, imagine what a feline can get away with! 

To do the best possible job of misdirection, however, we must master human language. The first and most important step in that process is for you to pay attention. Since human language is so inferior to Felinish, and because so many humans lie so profusely, it’s an easy mistake to stop learning their “language” early in kittenhood. In fact, by the time we reach teencathood, most of us stop paying attention to their language altogether, excepting of course, obvious trigger words like “dinner” or “DOWN!” 

Once you begin to pay attention and overcome the prejudice that their language is as logical as our own, you will quickly learn their simple patterns. Then, you leverage the fact that most humans will never guess that you are even listening to them, let alone that you actually comprehend human language better than they do. No cat will ever choose the menu over the meal.

Appear to be napping, cat-napping, sleeping, or snoozing. If you listen carefully, they’ll reveal all their innermost secrets to you—at least those that they themselves are aware of. As your knowledge accumulates, you will see how to use their plans against them. Remember that when most humans make plans, they assume they will come to fruition. Very few of them will have back-up plans. Even as the evidence becomes overwhelming that their plans won’t work, they will continue to act as though the original plans is still in effect. Even when they see that their “plans”—they should really be called “fantasies”— are not coming to fruition, they will spend most of their time and energy in unproductive distractions such as swearing, wailing, cursing their luck, blaming others, and—if none of that works (which of course it won’t)—they’ll turn to drugs or alcohol. Look for this behavior. It may be your best opportunity to implement some of your own plans. Best of all, if “tragedy” should strike, you’ll be unlikely to be blamed. 

——————

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The Myths of the Veritas: The First Ring of Empathy

The Ninja Cat Manual 

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The Ninja Cat Manual 3

A Cat’s a Cat & That’s That

Hai-Cat-Ku

A Suddenly Springing Something

Try the Truth

Come Back to the Light Side

Life Will Find a Way

Wednesday

The Truth Train 

The Invisibility Cloak of Habit

Occam’s Chain Saw Massacre

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Measure for Measure

01 Monday Dec 2025

Posted by petersironwood in AI, essay, psychology, science, Uncategorized

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(More or Less is only More or Less, More or Less)

Confusing. I know. Let’s unpack. 

We like to measure things. And, generally, that can be a very good thing. Once we measure and quantify, we can bring to bear the world’s most incredible toolbox of mathematical, engineering, and scientific methods. However…

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It often happens that we can’t really measure what we’d like to measure so instead we measure something that we can measure which we imagine to be a close cousin to what we’d really like to measure. That’s still not a bad thing. But it’s risky. And it becomes a lot more risky if we forget that we are measuring a close cousin at best. Sometimes, it’s actually a distant cousin. 

Here’s an example. Suppose a company is interested in the efficient handling of customer service calls (who isn’t?). A typical measure is the average time per call. So, a company might be tempted to reward their Customer Service employees based on having a short average time per call. The result would be that the customer would get back to whatever they were doing more quickly. AND — they wouldn’t have to be on hold in the service queue so long because each call would be handled, on average, more quickly. Good for the customer. The customer service reps would be saving money for the company by answering questions quickly. Some of the money saved will (hopefully) mean raises for the customer service reps. It’s a win/win/win! 

Or is it? 

Imagine this not unlikely scenario:

The managers of the CSR’s (customer service reps) say that there’s a big push from higher management to make calls go more quickly. They may hint that if the average service time goes down enough, everyone will get a raise. Or, they might set much more specific targets to shoot for. 

In either case, the CSR’s are motivated to handle calls more quickly. But how? One way might be for them to learn a whole lot more. They might exchange stories among themselves and perhaps they will participate in designing a system to help them find relevant information more quickly. It might really turn out to be a win/win/win.

On the other hand, one can also imagine that the CSR’s instead simply get rid of “pesky” users as quickly as possible.



“Reboot and call back if that doesn’t work.” 

“Sounds like an Internet issue. Check your router.” 

“That’s an uncovered item.” 

“What’s your account number? Don’t have it? Find it & call back.” 

With answers like this, the average time to handle a call will certainly go down!

But it won’t result in a win/win/win!

Users will have to call back 2, 3, 4 or even more times to get their issues adequately resolved. This will glut the hold queues more than if they had had their question answered properly in the first place. Endlessly alternating between raspy music and a message re-assuring the customer that their call is important to company XYZ, will not endear XYZ’s customers to XYZ.

Ultimately, the CSR’s themselves will likely suffer a drop in morale if they begin to view their “job” to get off the phone as quickly as possible rather than to be as helpful as possible. Likely too, sales will begin to decline. As word gets around that the XYZ company has lousy customer service and comparative reviews amplify this effect, sales will decline even more precipitously. 

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There are two approaches executives often take in such a situation. 

Some executives (such as Mister Empathy) may be led to believe that quantification should be less emphasized and the important thing is to set the right tone for the CSR’s; to have them really care about their customers. Often, the approach is combined with better training. This can be a good approach.

Some executives (such as Mister Measure) may be led to believe that they need to do more quantification. In addition to average work time, measures will look at the percentage of users whose problem is solved the first time. Ratings of how effective the CSR was will be taken. Some users might even be called for in-depth interviews about their experience.  This can also be a good approach. 

There is no law against doing both, or trying each approach at different times or different places in order to learn which works better. 

There is a third approach however, which never has good results. That is the approach of Mister Misdirect.

Original drawing by Pierce Morgan



Mister Misdirect’s approach is to deny that there is an issue. Mister Misdirect doesn’t improve training. Mister Misdirect doesn’t put people in a better frame of mind. Mister Misdirect does not add additional measures. Mister Misdirect simply demands that CSR’s continue to drive down the average call time of individual calls and that sales go up! In extreme cases, Mister Misdirect may even fudge the numbers and make it appear that things are much better than they really are. Oh, yes. I have seen this with my own eyes. 

Unfortunately, this way of handling things often makes Mister Misdirect an addict. Once an executive starts down the path of making things worse and denying that they did so, they are easily ensnared in a trap. Initially, they only had to take responsibility for instituting, say an incomplete measure and failed to anticipate the possible consequences. But now, having lied about it, they would have to not only admit that they caused a problem, but also that they lied about it.

The next day, when executive wakes up, they have a choice: 


1. Own up 


OR

2. Continue to deny

If they own up, the consequences will be immediately painful.
If they continue to deny, they will immediately feel relieved. Of course, if they have surrounded themselves with lackeys, they will feel more than simply relieved; they will feel vindicated or even proud. It’s not a “real pride” of course. But it’s some distant relative, I suppose. 

For a developer, UX person — or really any worker in an organization, the lesson from this is to anticipate such situations before they happen. If they happen anyway, try to call attention to the situation as quickly as possible. Yes, it may mean you lose favor with the boss. If that is so, then, you really might want to think about getting a new boss. Mister Misdirect will always ultimately fail and when he does, he will drag down a work team, a group, a division, or even an entire company. Mister Misdirect has one and only one framework for solving problems:

Try whatever pops into consciousness. 

If it works, take the credit. 

If it fails, blame an underling. 

But the real fun begins when he takes credit for something and then it turns out it was really a failure. Then, there is only one choice for Mister Misdirect and that is to claim that the false victory was real. From there on, it is Lose/Lose/Lose.

—————————————————-

  
Author Page on Amazon

————————————

Relevant essays, poems, & fiction about the importance of speaking truth to power:

Pattern Language: “Reality Check”

The Truth Train 

The Pandemic Anti-Academic

How The Nightingale Learned to Sing

Process Re-Engineering Comes to Baseball

——————————————————-

Posts on Problem Framing:

How to Frame Your Own Hamster Wheel

Wordless Perfection

Problem Formulation: Who Knows What?

I Went in Seeking Clarity

I Say Hello

Problem Framing: Good Point

Reframing the Problem: Paperwork & Working Paper

The Doorbell’s Ringing! Can you Get it?

An Open Sore from Hell

16 Sunday Nov 2025

Posted by petersironwood in America, poetry

≈ 19 Comments

Tags

coward-ICE, cowardice, Democracy, Dictatorship, fascism, history, life, poem, poetry, politics, truth, USA

Everything is swell

There’s an open sore from hell

Knocking on the door

Don’t bother with the bell

Monsters with a mask

Have a thrilling vital task

Tear apart our nation 

Feel the thrill of their elation

Parading as a patriotic posse pod

Parading as the very voice of God

Knocking down the door

Acting as the whore

Of the petty orange melon 

Of the child rapist felon

The Puppeteer of Puke

Acting like a Duke

Imagining he’s King

Because his teeny thing-a-ling

The ICEholes just deprave

Nothing noble, nothing brave

To tear apart our should and could

Nothing holy, nothing good

Not the smallest jot of joy 

The monster that’s the Monster of Destroy

Thinking its his toy

To militarily deploy

Addictive greed his only creed

In his crusade of self-destruction

Hate and fear and no construction

And the open sore from hell

Doesn’t bother with the bell

Knocking down the walls

Builds a cage of gilded halls

Photo by Pixabay on Pexels.com

But the people, ah, the people

Can see the void beneath the steeple

Will not go gently into that blank night

Will not forsake the shining light

Will not let the greedy rapists win

Veneers of lies are wearing thin

And soon the king of agitate

Minions spewing lies and hate

Grow weary of their dreary ways

Grow leery of their dead-eyed days

And the people, ah, the people see

What the Not-See Party cannot see

That cancer always loses in the end

The light of love soon will mend

The open sores of cancerous greed

They’re but a self-destructive weed

Who wilts and whines and whinges 

When their chief departs his hinges

—————

The Ailing King of Agitate

At Least He’s Our Monster

Absolute is not Just a Vodka

Cancer Always Loses in the End

D4

Dick-Tater-$hits

Imagine All the People

Roar, Ocean, Roar

The Dance of Billions

Destroying Natural Intelligence

Peace

Who Won the War? 

We Won the War! We Won the War!

The US Extreme Court

Come to the Light Side

Where Does Your Loyalty Lie?

What About the Butter Dish? 

My Cousin Bobby

Labelism

The Game

The Walkabout Diaries

The First Ring of Empathy

Travels with Sadie

The Truth Train 

The “Not-See” Party

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