Just Seven Things

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

Archive for the category “Control”

What is Consciousness?

Is consciousness capable of definition by anything other than pulling together a list of its potential functions? And keeping ‘in mind’ that the tool ‘we’ are using to compile the list is the subject of the list, does this call into question mankind’s definitive ability to define itself as a conscious entity in any sophisticated way?

In The Ego Tunnel, Metzinger considers current prime candidate functions of consciousness:

The emergence of intrinsically motivating states, the enhancement of social coordination, a strategy for improving the internal selection and resource allocation in brains that got too complex to regulate themselves, the modification and interrogation of goal hierarchies and long-term plans, retrieval of episodes from long-term memory, construction of storable representations, flexibility and sophistiation of behavioural control, mind reading and behavioural prediction in social interaction, conflict resolution and troubleshooting, creating a densely integrated representation of reality as a whole, setting a context, learning in a single step and making information “globally available” to an organism.

For me, I look to my own experience of my consciousness to start to sort through and prioritize this list.

My ‘brain chatter’ – the near constant commentary/ questioning/ planning/ worrying little me that feels like it’s in my head – seems to be busy in two main areas, with an increasingly important third area.

The first area is a lot about modelling, planning, trouble-shooting and conflict resolution. The conceptualisation of future scenarios and the plotting of courses to enable their achievement to my own set objectives or goals. These things at both mundane (‘when am I going to be able to pick up a present for my wife? What would she love?’) and more sophisticated levels (‘how am I going to achieve my life vision?’)

This area automatically seeps into the second area: the social interaction/ co-ordination/ people-response modelling piece. The present for my wife example above reflects this: my choice of present is heavily influenced by me going through a process of imagining what she’d love. From the psychometric profiles I undertake, I know I am heavily biased to this area in my ‘operating systems’. In a goal-driven context I constantly think about the impact actions will have on others. Their responses. Counter-responses. Different outcomes and planned scenarios. I endeavour to influence as many of the semi-controllable variables in the pursuit of my stated goal as possible.

The third, and increasingly important, area for me is a space I’m carving out from the energy dedicated to the other two functions. The pursuit of, and dedication to, attention. The presenteeism in the passing moments of my life. Whatever I can do to enhance this area at the (prioritized) expense of the other two areas is currently a very valid overriding objective.

The fascinating, and in some ways disconcerting, aspect of this latter area for us sophisticated, conscious human animals is how little ‘we’ are actually needed in being present and attentive. The absence of chatter and modelling and worrying and second-guessing is notable. In fact, the organ at the culmination of a very sophisticated nervous system becomes a far more dominant view of ‘me’ vs. a constructed self with intrinsic wants, desires and flavours.

Metzinger again puts everything into context: ‘let’s not forget that evolution is driven by chance, does not pursue a goal, and achieved what we now consider to be the continuous optimization of nervous systems in a blind process of hereditary variation and selection. It is incorrect to assume that evolution had to invent consciousness – in principle it could have been a useless by-product.’

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…

Using Neuroscience to Train Frankinstein Leaders?

Work has been undertaken which suggests that the behavioural and emotional qualities of leadership can be traced to neurological activity in identified regions of the brain.

In a really practical step, Pierre Balthazard at Arizona State Uni. is then working on linking this activity with the qualities that best benefit those at the top of a company to create training techniques that develop effective leadership abilities.

The FT reports on this in their article ‘A Brainwave in the Study of Leadership‘, noting that more recently leadership research has focused on more complex issues, ‘how to develop traits such as authenticity, charisma and visionary and inspirational leadership in less talented leaders’

Everything centres around evidence and belief that training (and subsequent scanning and rescanning) can show evidence of changes in signature brain patterns for certain behaviours: ‘neuro-feedback training can develop the behaviour individuals want to optimise’

Balthazard has gathered evidence he believes to be 100% accurate in determining who is  a strong leader (a bold claim….). He has also discovered that leaders with ‘high psychological capital’ – such as hope, optimism and resilience – display different brain activity.

Applications are obvious, and the US Military Academy at West Point and global management schools are looking at patterns that can be copied. It’s not surprising however that funding has been hard to find, and that there are obvious detractors (quoting 1984/ Orwellian Big Brother nightmare scenarios….)

For me, I feel intuitively that making such fundamental changes can’t be as simple as learning how to make lights flash differently on one screen to match a prescribed ‘best’ pattern on the other.

Apologies to Balthazard and his team for making such sweeping conclusions with such little evidence.  I’m sure it’s probably because I don’t want to admit that we’re absolutely as simple to change as all this. For me however, understanding; appreciation of how things overall ‘fit together’ and underlying values seem like bigger pieces of the equation of leadership excellence that cannot be trained so easily.

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