Just Seven Things

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

Archive for the category “Learning”

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…

Pay Attention to Your Attention

The Hawthorne effect refers to a study in 1924 on the effects of the changes in working conditions (lighting/ cleanliness etc.) on the productivity of a set of factory workers. One potential conclusion from the study was that the biggest impact on productivity was the act of being studied. Productivity slumped whenever the studies concluded.

Joe Griffin and Ivan Tyrrell in Human Givens argue that the giving and receiving of ‘attention’ is a basic human need. They refer to Idries Shah and his studies when they note that ‘many social and commercial transactions are in fact disguised attention situations’. Shah suggested that humanity could benefit enormously by ‘studying the attracting, extending and reception, as well as the interchange, of attention’:

‘If individuals are unaware that what is driving them in certain circumstances is the demanding, extending or exchange of attention, believing they are engaged in something else – such as learning, informing, helping, buying or selling – they are likely to be less efficient in achieving their ends’

So by remaining mindful of the currency of attention in your interactions with others, you can achieve your goals more effectively. Since I read this, it’s had a big impact. Rather than necessarily re-interpreting all situations – I think we are well developed in understanding clear attention needs and giving – it has made me more aware of how to respond better to the clear ‘needy’ situations (mine and others). I have tried not to interpret the interaction as being anything other than need driven. I have found that subtlety unlocks  a much better response in me to both my own needs and others. The act of focusing on the ‘attention transaction’ has also has enabled me to better understand what’s really driving my needs. And then do something about them.

Where the whole area gets really exciting is when you consider it within this context of learning. Griffin & Tyrrell argue that it is clear in the attention exchange that we suspend our critical faculty. It is something we have to do if we are consider and absorb new patterns of information:

‘When attention is focused and we grasp what someone is telling us in an uncritical way, we have absorbed a pattern at an unconscious level. Its full meaning and ramifications may not become apparent at once but, once the pattern is in the brain, it will affect future actions and add to the sum total of our knowledge. Knowledge only becomes real in action, when it is experienced. This is how we learn’

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