Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Knowledge Management”

Unconscious Thought Theory: Relaxing into Yourself

The conscious mind can only focus on 7 things (+/-2). The study from the ’50s that supported this is the start point for this blog and a lot of my thinking since. What happens for the rest of the time? Claxton’s Hare Brain, Tortoise Mind expands and develops this thinking with intelligent theories. Richard Wiseman’s 59 Seconds draws out a few psychological studies that sheds light on some of the functions underlying ‘what happens the rest of the time’: the ‘what?’.

First, in an exploration on creativity, he quotes a study by psychologists Dijksterhuis and Meurs:

‘Their ideas about the nature of the unconscious mind and creativity are simple to understand. Imagine two men in a room. One of them is highly creative, but very shy. The other is clever, not as creative and far more domineering. Now imagine going into a room and asking them to come up with ideas for a campaign to advertise a new type of chocolate bar. True to form, the loud but not especially creative man dominates the conversation. He does not allow his quieter counterpart to contribute, and the ideas are good but not very innovative.

Now let’s imagine a slightly different scenario. Again, you walk into the room and ask for campaign ideas. However, this time you distract the loud man by getting him to watch a film. Under these circumstances, the quiet man is able to make his voice heard, and you walk away with a completely different, and far more creative, set of ideas.

In many ways this is a good analogy for the relationship between your mind and creativity’

They tested this theory by assessing creativity of different sets of test subjects. An exercise was used to come up with creative solutions to a problem – which could be simply assessed for their degrees of creativity. The people given the challenge and then consciously distracted by being asked to follow a dot around a screen before coming up with ideas at the last minute were judged to have more creative solutions than those given the challenge and left alone to brainstorm. The reason? The loud man was given a film to watch.

In Wiseman’s book, a later chapter on decision making again shows more functions of the unconscious. ‘When having to decide between options that only differ in one or two ways, your conscious mind is very good at studying the situation in a rational, level headed fashion and deciding on the best course of action’ …..however….’instead of looking at the situation as a whole, the conscious mind tends to focus on the most obvious elements and, in doing so, can miss the bigger picture. In contrast, your unconscious mind is much better at dealing with complex decisions that pervade many aspects of our lives. Given time, it slowly works through all the factors, and eventually provides a more balanced decision’

Again, testing by Dijksterhuis and van Olden had people in batches choose pictures they liked. One team had to deliberate with reasoned lists. Another make a snap decision. A third, look at the posters, then solve difficult anagrams. They are then shown the posters again and choose. At the time the ‘reasoned list’ people were surveyed as happiest with their choice. Four weeks later, the anagram people were far more happy.

The conclusion: ‘it is all a question of knowing what needs to be decided, then distracting your conscious mind and allowing your unconscious to work away’

Collective Intelligence as a ‘Killer App.’: Goldman Sachs

A few years back I read an unauthorised article on Goldman Sachs that highlighted one of their core strengths as their management information systems. I’ve been a little obsessed by them ever since, and was delighted to read the Sunday Times magazine 8/11/9 feature article ‘Inside the goldmine’. Of particular interest was the journalist, John Arlidge’s, observations on how the people inside Goldmans work together.

The importance of all specialist and management information systems to the firm is undoubted from a review of the Technology section of their corporate site.  ’We think we make better decisions’, Liz Beshel Goldman’s Global Treasurer is quoted as saying ….. with $1 trillion a day flowing across the balance sheet. The “mark to market” pricing of the bank’s assets on a daily basis highlighted a trend that led to the decision by the bank to reduce its exposure to the housing and mortgage markets in advance of most other players. Its losses from the mortgage sector following the credit crunch were $1.7bn – lower than any other investment bank.

Arlidge notes however that Goldman is not about individual benefit: “it’s a team effort”. ‘When Goldman gets behind something, everyone in the giant hive wants a piece of the action’.

This reference to giant hive led me to Dušan Teodorović and Mauro Dell’ Orco’s paper on ‘Bee colony optimization – a cooperative learning approach…’ where they note that ’various natural systems teach us that very simple individual organisms can create systems able to perform highly complex tasks by dynamically interacting with each other’, contrary to ‘a great number of traditional engineering models and algorithms used to solve complex problems [that] are based on control and centralisation.’

Obviously not composed of simple individual organisms, the conclusion that ’these communication systems between individual insects contribute to the formation of the “collective intelligence” of the social insect colonies’, seemed to tie in to Arlidge’s observations. Read more…

Why Talking to Yourself Might be The Highest Form of Intelligence

Network Neurons 1 - Gerard79

Network Neurons 1 - Gerard79

Have you ever found yourself asking someone a question you’ve been puzzling over for a long time, only to come up with the answer half way through asking the question?

At Madgex, the developers refer back to an old beer advert for John Smiths when trying to solve problems. They find that when they need help, just calling someone over and explaining the problem to them often gives them the answer half way through. The cardboard cut-out of the man in the advert to stand behind them is thought to be all that is required when a coding or logic issue arises rather than a real person.

So, what’s happening and how can this observation shed light on why vision and goal setting works?

At its core, when you ask someone something you consciously articulate it. You explain it and frame the issue for the person. Most importantly however, you explain it and (re)frame it for yourself. You give direction to your other-than-conscious very clearly. Now you may question why actually articulating something gives any different result to just sitting there unspeakingly struggling with the question.

Two things. First, in giving words to (or writing onto paper) an issue and adding the clarity and clarifications required to make something understandable to someone else has the same impact on your other-than-conscious. You may think that you’re being clear about an issue in your head, but you rarely are. You’re more likely to be half articulating the issue and then immediately looping into the  same consciously derived result you keep on getting which is failing to remove the problem or blocker.

And this is the second point. By talking to yourself (again, words or paper is good – words may be better because of how unusual you may experience the sensation), your conscious brain gives a clear set of instructions to your other-than-conscious brain. You ask yourself the question and often answer it very quickly yourself because the totality of your resources (conscious and unconscious) are now engaged to a common endeavour (and in most cases, you knew the answer to the problem: it just needed unlocking by you being clear with yourself)

Brain scientist Jill Bolte Taylor takes the essence of this a big step further in her book, My Stroke of Insight, when she says ‘From my perspective, the focused human mind is the most powerful instrument in the universe, and through the use of language, our left brain is capable of directing (or impeding) our physical healing and recovery

On a connected use of articulation (left brain/ right brain), related to my previous post on  rules for personal productivity, some great advice from Harvard Business on How to Write To-Do Lists that Work – the second section is all about providing sufficient detail in a ‘to-do’ on a to do list as you would if you were instructing a personal assistant.

Other linked posts:

Questioning Yourself as a Higher Form of Talking to Yourself? – does the apparent weakness of self-questioning hide a better problem solving technique?

Talking to Myself Again – communicating to yourself as stress relief

Creativity and the Business Brain (and why most of us should be sacked) – talking to yourself is good for framing the blockers, with diffuse day-dreaming as the really creative stuff?

Post Navigation