For a tranquil start to your week, Debussy with flowers

In my slow cruising through old MindBlog posts, I just came across the following post from Monday, March 2, 2009.....perhaps a faintly calming antidote to our current uncertain times. Enjoy:

I got an email from the fellow who made this video asking if he could use my YouTube videorecording of the Debussy Reverie. I said 'sure, go ahead'.... I'm not too keen on the electronic 'enhancements' he added to my basic piano track to make the first half of the video, but here it is...

Some rambling on "Selves" and "Purpose"

I've decided to re-post the following text from a MindBlog post of Oct. 9, 2007, which I found while cruising old posts. A bit terse and disjointed, but I like the general sentiments.

Self conscious "Purpose" of the sort we humans experience, in the service of crafting new political movements or environments, is an evolved psychology that (sometimes) helps pass on our genes, and requires our distinctively human self reflective "I". Our behavior and that of other animals also reflects a kind of purpose that has been formed by our evolutionary and developmental history. In other animals such behaviors are acted out on the cusp of an eternal present - there is no evidence that they "know that they know" in the way that we can.

Both modern neuroscience and Buddhist psychology inform us that the self and the purpose that each of us experiences is an illusion or confabulation of our brains - hopefully a useful one - whose utility is tested by how it enhances our energy and individual survival. This 'illusion' is a powerful instrument of downward causation, regulating our psychological, immune, neuro-endocrine robustness.

What is especially amazing is that our human body/brain can sometimes use meditative or other techniques to bootstrap to a level of metacognition that rests antecedent to - and can be the detached observer of - the generation of this illusion of a self and its purposes.

The maximum power of our self illusion, for most of us, goes with our heartfelt immersion and belief in it (i.e., our delusion). From such a immersion, it can be more difficult to discern or appreciate the different selves and purposes of other humans, and their cultures and historical eras.

The Metamorphosis of the Western Soul

I want to point to an article by Will Storr "The Metamorphosis of the Western Soul" that has been languishing for over a year in my list of references that might become the basis of a MindBlog post. Storr presents a nice distillation of the story of how Between 1965 and 1985, the Western self was transformed. Storr's basic point is that economic forces are the dominant reason for these changes.

We turned from anti-materialistic, stick-it-to-the-Man hippies into greed-is-good yuppies... While the origins of such changes cannot be reduced to a single source, I believe we can point to a dominant one: the economy. In the early 1980s, President Ronald Reagan and the British Prime Minister Margaret Thatcher rewrote the rules by which we had once lived. And that, with stunning rapidity, changed who we were.

Storr proceeds review the historical story of how citizens of the individualistic West and the collectivist East have developed fundamental cognitive differences - largely adaptations to different physical landscapes - in how they view the world through collectivist versus individualistic filters. But, there is plasticity:

Humans are born incomplete. The brain absorbs huge amounts of essential information throughout childhood and adolescence, which it uses to carry on building who we are. It’s as if the brain asks a single, vital question: Who do I have to be, in this place, to thrive? If it was a boastful hustler in ancient Greece and a humble team-player in ancient China, then who is it in the West today?

The answer is a neoliberal...After the economic chaos of the 1970s, it was decided that the United States and Britain had become too collective. Previous decades had seen the introduction of the New Deal, which included the Social Security Act, strict regulations on banking and business, and the rising power of the unions. This collectively tilted economy sired a collectively tilted people...For Mr. Reagan and Mrs. Thatcher, saving ourselves meant rediscovering our individualist roots.

They cut taxes and regulations; they battled unions; they shrunk the welfare state; they privatized assets and weakened the state’s safety nets. They pursued the neoliberal dream of globalization — one free market that covered the earth. As much of human life as possible was to become a competition of self versus self...In 1981, Margaret Thatcher said “Economics are the method: The object is to change the soul.” And that’s precisely what happened.

Before 2008, it felt as if neoliberalism was basically working for most people. But since the crash, millions have come to see the system as broken...We have seen the neoliberal Hillary Clinton falter and the antiglobalist Donald Trump triumph. Britain’s Brexit was secured by antiglobalist arguments....The perception of a broken, rigged economy has left us angry and increasingly tribal, which might explain this recent trend toward “us” over the narcissistic “me.”

If this is correct, it’s yet more evidence that who we are is powerfully influenced by where we are. Humans want to get along and get ahead and will become whoever they need to be in order to do so. In the 21st century, those rules are no longer set by our physical landscape. Today, the deep and enormously powerful controlling force is the economy.

Factfulness - Rosling's instinctual mental errors - Destiny, Single Perspective, Blame, Urgency

This is the final installment of several posts for my own benefit - making brief clips from the Rosling "Factfullness" book to encapsulate what he calls our 10 'basic instincts' - instinctual mental errors that we make - hoping this exercise will imprint them in my feeble memory and make me less likely to perform some of the mental errors he describes.

The Destiny Instinct (Chapter 7) - Many things (including people, countries, religions, and cultures) appear to be constant just because the change is happening slowly. Remember that even small, slow changes gradually add up to big changes. To control the destiny instinct, remember slow change is still change. Keep track of gradual improvements. A small change every year can translate to a huge change over decades. Update your knowledge. Some knowledge goes out of date quickly. Technology, countries, societies, cultures, and religions are constantly changing. Talk to Grandpa. If you want to be reminded of how values have changed, think about your grandparents’ values and how they differ from yours. Collect examples of cultural change. Challenge the idea that today’s culture must also have been yesterday’s, and will also be tomorrow’s.

The Single Perspective Instinct (Chapter 8) - Recognize that a single perspective can limit your imagination, and remember that it is better to look at problems from many angles to get a more accurate understanding and find practical solutions. To control the single perspective instinct, get a toolbox, not a hammer. Test your ideas. Don’t only collect examples that show how excellent your favorite ideas are. Have people who disagree with you test your ideas and find their weaknesses. Don’t claim expertise beyond your field: be humble about what you don’t know. Be aware too of the limits of the expertise of others. If you are good with a tool, you may want to use it too often. If your favorite idea is a hammer, look for colleagues with screwdrivers, wrenches, and tape measures. Be open to ideas from other fields. The world cannot be understood without numbers, and it cannot be understood with numbers alone. Love numbers for what they tell you about real lives. Beware of simple ideas and simple solutions. History is full of visionaries who used simple utopian visions to justify terrible actions. Welcome complexity. Combine ideas. Compromise. Solve problems on a case-by-case basis.

The Blame Instinct (Chapter 9) - Recognize when a scapegoat is being used and remember that blaming an individual often steals the focus from other possible explanations and blocks our ability to prevent similar problems in the future. To control the blame instinct, resist finding a scapegoat. Look for causes, not villains. When something goes wrong don’t look for an individual or a group to blame. Accept that bad things can happen without anyone intending them to. Instead spend your energy on understanding the multiple interacting causes, or system, that created the situation. Look for systems, not heroes. When someone claims to have caused something good, ask whether the outcome might have happened anyway, even if that individual had done nothing. Give the system some credit.

The Urgency Instanct (Chapter 10) - Recognize when a situation feels urgent and remember that it rarely is. To control the urgency instinct, take small steps. Take a breath. When your urgency instinct is triggered, your other instincts kick in and your analysis shuts down. Ask for more time and more information. It’s rarely now or never and it’s rarely either/or. Insist on the data. If something is urgent and important, it should be measured. Beware of data that is relevant but inaccurate, or accurate but irrelevant. Only relevant and accurate data is useful. Beware of fortune-tellers. Any prediction about the future is uncertain. Be wary of predictions that fail to acknowledge that. Insist on a full range of scenarios, never just the best or worst case. Ask how often such predictions have been right before. Be wary of drastic action. Ask what the side effects will be. Ask how the idea has been tested. Step-by-step practical improvements, and evaluation of their impact, are less dramatic but usually more effective.

Factfulness - Rosling's instinctual mental errors - Fear, Size, Generalization

I'm continuing posts for my own benefit - making brief clips from the Rosling "Factfullness" book to encapsulate what he calls our 10 'basic instincts' - instinctual mental errors that we make - hoping this exercise will imprint them in my feeble memory and make me less likely to perform some of the mental errors he describes. The next post in this series is here.

The Fear Instinct (Chapter 4) - Frightening things get our attention, but remember that these are not necessarily the most risky. Our natural fears of violence, captivity, and contamination make us systematically overestimate these risks. To control the fear instinct, calculate the risks. The world seems scarier than it is because what you hear about it has been selected—by your own attention filter or by the media—precisely because it is scary. The risk something poses to you depends not on how scared it makes you feel, but on a combination of two things. How dangerous is it? And how much are you exposed to it? Get calm before you carry on. When you are afraid, you see the world differently. Make as few decisions as possible until the panic has subsided.

The Size Instinct (Chapter 5) - When a lonely number seems impressive (small or large), remember that you could get the opposite impression if it were compared with or divided by some other relevant number. To control the size instinct, get things in proportion. Single numbers on their own are misleading and should make you suspicious. Always look for comparisons. Ideally, divide by something. The 80/20 rule. Have you been given a long list? Look for the few largest items and deal with those first. They are quite likely more important than all the others put together. Divide: Amounts and rates can tell very different stories. Rates are more meaningful, especially when comparing between different-sized groups. In particular, look for rates per person when comparing between countries or regions.

Remember that categories can be misleading. We can’t stop generalization and we shouldn’t even try. What we should try to do is to avoid generalizing incorrectly. To control the generalization instinct, question your categories. Look for differences within groups. Especially when the groups are large, look for ways to split them into smaller, more precise categories. And, look for similarities across groups. If you find striking similarities between different groups, consider whether your categories are relevant. But also, look for differences across groups. Do not assume that what applies for one group (e.g., you and other people living on income Level 4 or unconscious soldiers) applies for another (e.g., people not living on income Level 4 or sleeping babies). Beware of “the majority.” The majority just means more than half. Ask whether it means 51 percent, 99 percent, or something in between. Beware of vivid examples. Vivid images are easier to recall but they might be the exception rather than the rule. Assume people are not idiots. When something looks strange, be curious and humble, and think, In what way is this a smart solution?