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Book Review-The How of Happiness: A Scientific Approach to Getting the Life You Want

Life.  Liberty.  And the pursuit of happiness.  Our founding fathers placed it third, but Aristotle and most others would have placed it first.  Happiness is a central consideration in life, yet we’re notoriously bad at finding it.  The How of Happiness: A Scientific Approach to Getting the Life You Want was written to try to fix that.  Research-backed practices are the path towards happiness – or at least one of them.

Stumbling

Before delving into Sonya Lyubomirsky’s work, it’s important to recognize that we’ve been struggling with the problem of cultivating happiness for centuries.  I first wrote my review of Stumbling on Happiness in 2007.  Since then, more than a dozen books have sought to cover happiness, including: Happiness, Hardwiring Happiness, The Dalai Lama’s Big Book of Happiness, and The Happiness Hypothesis.  The simple fact is that many people have tried to find the path to happiness that would reduce the misery of the masses.  However, none of them seem to have solved the core problem.  From approaches of philosophy, religion, and psychology – they failed to unlock the path for most of us.

The proof is in the fact that we’re some of the most medicated people in the history of the planet – and leading those medications are those designed to combat depression.  Depression (in some ways, the opposite of happiness) is at epidemic proportions despite all the work that we’ve done to try to understand how to address it – and to cultivate happiness.

Reconstructing a Moment

For some, we feel as if we’ve found happiness, and we’ve lost it.  Much like the movie Medicine Man, we feel like it’s possible to find happiness – if we can just recreate the circumstances.  What we must realize is that it’s not about finding happiness, it’s about creating it.  Research says that the things we believe will bring us happiness rarely do in a persistent way.  From increases in pay to awards, they may elevate us to happiness for a moment, but rarely will they hold us in a new heightened level of happiness.  They’re like a mirage that seems real in the moment – but that ultimately fade as we arrive.

Rather than trying to find happiness, we’re forced to find ways to construct it.  We construct it through the mental habits that we develop.  We find and maintain happiness not because of our external circumstances but sometimes despite them.

Happiness is a State of Mind

What makes two people in nearly identical circumstances diverge so widely in their degree of happiness?  While laying bricks in the hot sun, what is it that makes the worker on the left whistle a tune, and the one on the right grumbles and moans the whole time?  The answer isn’t their material circumstances; invariably, the answer is their perspective on their circumstances.

During the Great Depression, many people flocked to the public works projects as a part of the New Deal.  The work was hard – and competition for even these physically demanding jobs was fierce.  In the Depression, having any work was a blessing – even if it was hard.  Contrast that with today, with historic low unemployment rates, and people whose conditions are materially better than those on the public works projects who are grumbling about their job, their lot in life, or the fact that their employer is oppressive.  Better work with a worse attitude – because the expectations and perspectives were different.

The most important thing to know about happiness is that it doesn’t – and can’t – come from external things in a sustainable way.  Sure, a raise, a vacation, or an award can shift your happiness for a moment, but to get to a sustainable change, we’ll have to change our attitude about the circumstances we have.  Our attitude towards our circumstances is substantially more important than the “reality” of them.

Creeping Normalcy

When our happiness is changed by a change in circumstances, we acclimatize to the changes and return to our previous state of happiness.  Want to know how much money it takes to be happy?  It’s about 20% more than you currently make.  If you get that 20% raise, you’ll be okay for a while before returning to the belief that 20% more will finally make you happy.  The problem is that this is a mirage.  The closer you get to it, the further it moves away.

That isn’t to minimize the situation of those who are struggling in abject poverty.  However, that’s not the case for most of us reading the book or reading this blog.  Our basic needs aren’t substantially at threat.  There are many safety systems that help to ensure that we’ll have food or a place to rest.  (Again, not minimizing that these systems aren’t perfect and sometimes fail.)  Once a family is making $75,000 per year, the degree to which the 20% extra improves happiness drops substantially.

When I was growing up, I had a friend whose family literally didn’t have a phone in their home.  A government program eventually made it possible for them to get a phone.  However, the point is that something that nearly everyone today would perceive as a necessity wasn’t something that they had.  Today, we walk around with smart phones and expect that we will have them.  Our standards both at an individual and societal level creeps up.

Sensemaking via Writing

It was a friendly gathering at a breakfast restaurant.  I shared that I read a book each week and had for roughly 10 years with another avid reader.  His nearly immediate question was how I kept all the ideas straight in my head.  I explained that it was this process – writing book reviews – that made it possible.  It’s a sense-making and connecting process that allows me to connect ideas from one work to another and in the process helps me remember where something was discussed.

That being said, I must say that there’s tons that I have trouble remembering and finding the source for.  I frequently refer to these posts and to the notes from which they’re based.  I search books in Kindle (and in OCRed PDFs when the Kindle book isn’t available).  I work at connecting and keeping this information in the same way that those who are insistent on their happiness must work at the techniques that lead to happiness.

James Pennebaker’s work, which is referred to from The How of Happiness, makes it clear that this story writing and sense-making is critical to people’s ability to recover from trauma – and to be happier.  Rick Hanson goes further in his book, Hardwiring Happiness, where he focuses on some of the same techniques but by savoring positive images and making them more present in your life today – thus increasing happiness.

Envious or Happy – Pick One

One of the quips that I use in our presentations is that social media isn’t “real.”  After a pause, I explain that it’s a highlight reel.  Most people post the things they’re doing that are interesting and exciting.  They don’t often share their failures and the struggles of life.  While it happens, it doesn’t happen often.  As a result, social media leaves us believing that everyone else’s world doesn’t have times of struggle and sadness.  (See also Alone Together for this effect.)  Our fascination with cooking shows, reality television, and even home renovation shows exacerbates this.  All of them skip the boring parts.  The waiting isn’t worth watching, so it’s figuratively left on the cutting room floor.

The problem is that this can lead to a sense of envy of others that we barely know.  A friend shares their amazing photos from Hawaii or Iceland, and suddenly we want to go.  We’re envious for a moment – or longer – as we begin to evaluate whether we’ll be able to go or whether we’ll have to skip it this year or even this decade.  We envy their experiences even if we’ve had some amazing experiences this year ourselves.

The problem with this is not that we can’t have these experiences.  The problem is that we envy others, and envy blocks happiness.  It prevents us from accepting what we have and moving forward with ways that we can enjoy what we have.

Happiness Activities

The book shares 12 activities that have research support.  These are the things that, if you do them, you’ll be able to change your degree of happiness.

  1. Expressing Gratitude
  2. Cultivating Optimism
  3. Avoiding Overthinking and Social Comparison
  4. Practicing Acts of Kindness
  5. Nurturing Social Relationships
  6. Developing Strategies for Coping
  7. Learning to Forgive
  8. Increasing Flow Experiences
  9. Savoring Life’s Joys
  10. Committing to Your Goals
  11. Practicing Religion and Spirituality
  12. Taking Care of Your Body: Meditation, Physical Activity, & Acting Like a Happy Person

Fixed and Variable

It’s important to acknowledge that some degree of our happiness is inborn – it’s genetics.  However, there’s a substantial percentage, perhaps 40%, which is under our control (or influence).  This is the same sort of split we see whenever genetics are discussed in the human condition.  (See The Nurture Assumption and No Two Alike for more.)

There are some people who will have lost the cortical lottery and will struggle with happiness their entire lives.  However, most people have the capacity for happiness which is well under their control – if they’re willing to work at it.  It’s those people – most of us – who could use to learn more about The How of Happiness.

 

Book Review-I’m Your Huckleberry: A Memoir

Most people don’t think of Val Kilmer’s role in Real Genius as a defining moment.  They’d pick something else, like Top Gun, The Saint, or The Doors.  However, I’ve always been impressed with the capacity for range and the ability to embrace a character.  I’m Your Huckleberry: A Memoir walks through Val’s life in career and in love.

Val Kilmer’s movie credits are impressive, his recent medical challenges tragic.  The ride between the two – and the journey he’s still on – are worth following.

Childhood

One of the most entertaining quotes from the book is “Imagine going to sleep knowing that one neighbor had hanged himself and the other had stuffed two of his three costars.”  The other neighbor was Roy Rogers, who had Bullet the dog and Trigger – his horse – stuffed.  It was definitely different than the life that most of us knew growing up.

Val’s experience of childhood created an awareness of things that people had, and repeatedly through his memoir, he shares his longing to find places where it didn’t matter how many backhoes you owned.

Success and Failure

“It was tough telling the down-and-out homeless from the down-and-out musicians.”  It is one thing to love your art, whether it’s on canvas, in sculpture, in music, or on stage.  It’s quite another to make a living of it.  There’s a sense of dumb luck mixed in with the hard work and dedication that makes it impossible to tell those who are good and those who aren’t simply by their appearance.  Success on stage could also mean living a meager life if your roles weren’t great and the stage wasn’t popular.

Somehow the rewards of great performance had a random connection to the talent that was wielded from within.  This was a frustrating truth about acting – and all art.  Those who make it big may have less – or more – talent than the others who strive in obscurity, but there’s no way to know.

Side Trips

“[S]ide trips have been as important to my life as the main voyages.”  There’s a sense that we should have some straight arrow that points out the paths we have in life.  We should know what we want and take it.  However, that’s almost never the case, as we take side trips, the road ahead of us turns in unexpected ways, and we just experience life rather than pursuing the false belief that we can plan out our lives.  Even Robert Pozen in Extreme Productivity acknowledges that as planned and directed as his life seems in retrospect, it was never really that.  It was always adjusting to the reality around him.

At some level, Val is sharing the side trips as failures – but more broadly, they’re ways of gaining experience and perspective.  They’re things that may not have been commercially viable or recognized for their quality, but they were nonetheless a way for one to develop wisdom.

Post-Launch Blues

“Artists can become severely depressed when they’re not performing.”  Can’t we all?  We push to complete a project, and we await the results.  We are caught in a limbo between our past efforts and our future fears.  What if they don’t like it?  More importantly, what will I do next?  For those who are driven, the idea that we don’t know what to do next is one of the most terrifying things – and if you work on projects, the feeling comes with irregular regularity.  The title, I’m Your Huckleberry, Val confesses, comes both from the love of Mark Twain and from the idea that pallbearers used to be called Huckleberries.  In a sense, Val mirrors the winding road all our lives can take.

Not Saving a Child

Val lost his brother, Wesley.  He saw how this crushed his father.  Francis Ford Coppola lost his son, and Val saw the torture it inflicted upon him.  “He explained that parents, no matter the circumstances, are never free from the guilt of not being able to save their child.”  Parents are supposed to protect their children.  This is the way it’s supposed to be – even if that’s not realistic.  We can’t prevent tragedy from striking – even for our children.

Coppola and Val are right.  You never really accept that you can’t always save your children.  There’s a part that stays with you.  Whether it’s guilt or something else, it won’t let go.  It becomes a part of you, and, too often, it clouds your judgement or chokes off reason.  It can all too easily strangle the desire to live in the ways that you once did.

The Day You Find Out Why

“The two most important days in your life are the day you are born and the day you find out why.”  It’s funny, because I’m not sure that Val has found his “why” yet.  At least, I’m not sure that I saw it in the book.  I say this as someone who doesn’t believe has found his why yet.  I don’t believe that I know what is truly in store for me or what I’m to do.  I am looking forward to the day that I find out what it is that I’m supposed to do.

Cancer and Art

Val contracted throat cancer, and it’s limited his acting roles.  He’s now doing artwork and trying to find what’s next.  For me, I deeply respect the work and the journey.  I appreciate the opportunity to glimpse into his world and to learn from what he’s learned.

Maybe Val has found his why, and I couldn’t see it.  Maybe he didn’t write it down.  Either way, I hope that he finds his and I find mine before someone comes to me and says, “I’m Your Huckleberry.”

Book Review-The Art of Insubordination: How to Dissent and Defy Effectively

Insubordination gets a bad reputation – perhaps deservedly so.  However, there are times when insubordination is what we want.  The Art of Insubordination: How to Dissent and Defy Effectively is designed for those times.  We want people to be insubordinate when they’re instructed to do something that’s morally wrong.

In The Lucifer Effect, Philip Zimbardo shares his experience with how people will follow along even when given bad instructions.  (If you believe the flap, this even extends to Zimbardo’s instructions to the “guards” in the Stanford Prison Experiment.)  In Moral Disengagement, Albert Bandura shares his lifetime of work learning why people do what they do and how people can disengage their moral imperatives through perceived authority, the breakdown of tasks, and a lack of awareness.  Jonathan Haidt in The Righteous Mind explains that morality is based on six pillars: the foundations of morality.  One of those is care/harm, and while overriding this moral foundation is possible, it’s thankfully not always easy.

We want insubordination in the face of the immoral and amoral.  However, how do we get it?

Principled Insubordination

Todd Kashdan defines principled insubordination as insubordination designed to improve society with a minimal amount of secondary harm.  This is an important recognition that many of the situations we face are wicked problems.  That is to say, they’re complex systems that are difficult to predict the results of the change and difficult to even define in a way that everyone would agree.

The formula he uses multiplies the degree of deviance from the status quo by the combination of authenticity and contribution – all divided by social pressure.  Authenticity comes from deeply held convictions, contribution is the degree to which it creates social value, and social pressure is the degree to which the system tries to maintain the status quo.

Take the Free Throw Shot

What if I told you that I could increase the accuracy of every basketball player’s free throws?  It doesn’t matter whether the person being helped is an amateur or a professional.  All it takes it to do the “granny” throw – underhanded.  Statistics back up my assertion.  It’s a better way to shoot free throws.  However, almost no one does it.  Why?  The answer is in the perception of the approach.  It’s not seen as cool – and the social pressure to use the overhand approach is too much to break away from.

Sometimes, it’s not the evidence that keeps people using one approach or another.  Sometimes, the point isn’t efficacy.  Sometimes, the point is the appearance.  This makes it difficult to be appropriately disruptive, because even if the data supports your point of view, it can be that people will continue the old, less effective behavior simply because it looks better.

Consider how we put catsup in refrigerators at home but have no qualms about it being on the table at a restaurant or how in the United States we refrigerate our eggs while they’re left out in many other parts of the world.  It would feel wrong to leave the eggs out – even if we know that there is no reason to refrigerate them.  (Don’t do this with eggs purchased in US supermarkets, because the protective cuticle has been washed away.  But if you’re getting your own eggs from your own chickens, it’s safe.)

Old Comfortable Shoes

Most people have the pair of shoes that they know are past their prime.  They’ve served us well but now they’re struggling because of loose stitching, worn soles, or other minor calamities that clearly call for their retirement.  However, if they were comfortable in the past, we’re more likely to hold on to them – whether we wear them or not.  We talk of having them repaired – or we simply ignore their deficiencies.  Their nostalgic value is just too large.

People hold on to their existing, long-standing, nostalgic ways of doing things because of the psychological comfort it offers.  We know what to expect, and we know how to predict the results.  We’re aware that new approaches may lead to better results – or they may lead to worse results, and the chances of a worse outcome are generally just not worth the effort.

Necessary but Not Sufficient

Amy Edmondson has made a lot out of Google’s Project Aristotle, which sought to understand what makes project teams successful – and what prevents teams from success.  The single factor that seemed to be the answer was the idea of psychological safety – that is, the ability to share your thoughts without retribution.  In my review of Edmondson’s book, The Fearless Organization, I was critical of the idea that you could create such an organization, because people would bring their own fears in from home.  In my review of Find Your Courage, I hinted at a reason that The Art of Insubordination drives home.  Studies after Project Aristotle revealed that there was another important ingredient and that is principled insubordination.

Said differently, people needed the courage to do what they felt was right – despite their fear.  Reducing fear by increasing psychological safety was a good start, but it still required that people be willing to stand up for what they felt was important – and that required people have the internal sense of safety as well as the tools to be able to stand up effectively.

It Takes Time

You turn water on for the shower and jump in.  It’s freezing cold despite the fact you have it set to 100% hot.  You jump out frustrated and wondering what’s wrong with your hot-water heater – or do you?  Nearly everyone is used to the fact that the hot water takes a moment to get from the hot-water heater to the shower.  We instinctively reach our hands in and turn the water on before jumping in for this very reason. However, for some reason we expect that just because we’ve shared a better model or some heresy about the current state that people should instantly change.

Heliocentrism – that the Earth revolves around the Sun – first was proposed in the 5th century B.C. by Greek philosophers Philolaus and Hicetas.  Aristarchus of Samos in the 3rd century B.C. codified what we’d call the heliocentric model today.  Nicholas of Cusa started arguing for heliocentrism by 1444.  Leonardo da Vinci observed that “the Sun does not move” before his death in 1519, in direct contrast to the prevailing geocentric model.  Heliocentrism didn’t gain much ground until Copernicus’ publications in 1543.  Galileo Galilei observed the model to be correct in 1610 and was sentenced to house arrest after he made the statements publicly.  It’d take another century and a half before heliocentrism and the Copernican system would be accepted.

Perhaps one of the most challenging aspects of being disruptive is the process of waiting for opinions to change, accepting the condemnation of a world that doesn’t understand.  Throughout history, we’ve seen the time frame for important discoveries’ acceptance measured in centuries and decades.  Semmelweis discovered germs in 1847 when the introduction of handwashing began to save lives of mothers and babies.  Though the work of others and the discovery of the specific “particles” that Semmelweis was suggesting, we finally began seeing acceptance of germ theory around the early 1900s.

Consistently Flexible

Much like the Stockdale Paradox, the best way to move the change forward is to balance to opposing ideas.  (See Good to Great for more on the Stockdale Paradox.)  If we want to be successful in winning over the majority, we must be consistent in our explanations and perspectives – without seeming overly inflexible.  We must be open to new ideas and revisions while maintaining the core principles of our beliefs.  This is substantially easier to say than to do.

One tool for maintaining consistency while being open is to start with curiosity.  By remaining curious about the objections, problems, and considerations of what we’re proposing, we show interest, which is helpful in and of itself.  It also allows us to see how small changes might make the suggestions better.

Be an Insider – If You Can

People accept more from insiders than outsiders.  The tricky part is how to be perceived as an insider.  Simple changes like using inclusive pronouns – we vs. I – are a good start, but, more broadly, learning to speak in the language that’s more consistent with the group is helpful as well.  Learning the lexicon in use helps people know that you at least want to be a part of their group – even if you can’t ever be fully in the group.

There’s a problem when people adapt to become different with each group that they’re with.  That’s not what we’re proposing here.  We’re not proposing that you change who you are – just how you communicate.  We use subtle clues to indicate in and out groups with people, so by changing language to match in-group language, we can often subtly change how people perceive us.

Curiosity Not Fear

Any sort of change to the status quo has the potential for negative consequences and therefore fear.  While there are opportunities in change, they’re often lost in the fear.  Our goal for effective change is in creating a sense of curiosity rather than fear.  Creating curiosity can be done in a variety of ways.

Perhaps the simplest approach to generating curiosity is to state the proposal in an odd way.  This often triggers a desire for the person to ensure that they understand what you’re saying, and that curiosity helps them become a co-creator in the new reality rather than a passive recipient of new information – and that creates better reception.

Rebel Lives Can Suck

Just because it’s hard doesn’t make it wrong – but it doesn’t make it right either.  The life of a rebel is hard.  Unlike a paranoid person who believes the world is out to get them, the life of the rebel can often be that people are against you – even if they’re not out to get you.

The lives of explorers are risky.  Some will die.  Some will fail.  Some will see their own people turn against them.  The lives of explorers aren’t the easy path, but many people throughout the course of history have chosen this path either for fame or because of the call towards the unknown is too strong.

For the explorer hacking their way through the forest, it’s slow going and difficult.  For those of us decades or centuries later who are zooming along the roads that are paved along the same paths the explorers traveled, we’re making faster and easier progress.  It’s definitely easier to go with the flow to proceed upon the paved path and the leave the exploring to others.

In the end, we can see the explorers as heroic risk takers – something that we hope that others see when we extend ourselves into the rebel lives.  While they may respect or even revere our efforts, that doesn’t mean that they’ll like us.  Just like we’re unlikely to know the scout or surveyor who laid out the roads that we travel, people traveling the well-worn path aren’t likely to understand those who pave the roads they drive on.

Playing the Long Game

It was a marshmallow that sang the siren song of delayed gratification.  In The Marshmallow Test, Walter Mischell explained how his experiment with preschoolers led to an awareness that delayed gratification could be a life skill that would give them better long-term life prospects.  These children were able to instinctively play the long game when they were offered two marshmallows if they’d just wait for Mischell or his colleagues to return to the room.

Albert Einstein described compound interest as the eighth wonder of the world.  He knew that if you invested a little bit of money and allowed the interest to compound over time, it would become a large sum.  In short, a willingness to accept the long game can be immensely rewarding.  If you’re able to save some rather than spending it, you’ll end up with many times as much as you started with.

We find the world littered with examples of how if we’re able to play the long game, we’ll end up ahead.  That’s what we’re doing when we’re being a rebel.  We’re intentionally working on long-term benefits at the expense of our short-term enjoyment.

Hills to Die On

It’s the World Series of Poker, and you’ve been struggling to draw the cards that you need.  You manage to pull three aces, but there’s the possibility that someone else might have drawn an ace-high straight.  You’ve got four choices.  You can fold assuming the other player got the straight, you can stand pat just letting the pot be driven by others, you can push the pot yourself, or you can push everything you’ve got in.  If you go all-in, you’re either going to win a big pot or you’re going to go home.  The question is – should you go all-in or not?

I’ve not given you enough information to know from the real probabilities about the right answer.  You’ll have to make a gut call.  This is the situation we find ourselves in all the time.  We’ve got insufficient information and an important decision to make.  In life and business, it may not be worth the risk.

The other form of challenges that we face are those for which we have a strong belief or moral value attached.  In these cases, despite the odds, we may find that we need to go all-in and make this a hill to die on – even if it becomes the reason that we’re asked to leave the organization or group.

Forming a Coalition

At the heart of The Art of Insubordination is an unsolvable problem.  That is the problem of forming a coalition.  While there are many works that try to address this problem – they’re incapable of solving it completely.  Digital Habitats speaks about creating digital spaces where communities can form.  Team Genius speaks of the power of teams.  Buy-In offers tips for working those who would resist your changes.

Dating sites compete for people offering low/no-cost membership, research-backed algorithms, and flashy websites and apps.  Yet many people remain single.  Despite being on one or more of the applications, they find themselves unable to find that special person they want to spend the rest of their lives with.  (Statistically, it won’t likely be the rest of their life as Anatomy of Love and Divorce point out.)

Certainly, building a coalition of people willing to rally behind a disruptive change isn’t as difficult as finding a life partner, but the challenge remains the same.  It’s not as easy as it might appear or as people would like it to be.  It’s hard standing alone, so we need others willing to stand with us – but finding them doesn’t have a formula, process, or even a plan.

Vulnerability First, Trust Second

Which came first, the chicken or the egg?  The cheater’s answer is the egg, since reptiles are born from eggs, and they predate the chicken.  However, the core question is, in a cycle that feeds back on itself, where do you start?  The answer is wherever you can.

You can’t start building trust and vulnerability by demanding trust of the other party.  Instead, you’ve got to start with the pieces that you can control.  You start by trusting others knowing that trust is reciprocal.  You become vulnerable, because this leads both to their vulnerability and increasing levels of trust.  You have the power to trust others and to be vulnerable – not (directly) control their trust in you.  (For more on the cycle, see Trust => Vulnerability => Intimacy, Revisited.)

False Testimony, Evidence, and Morality

What would you do if you called someone out for their immoral and unethical behavior and their result was to attack you?  This isn’t a rare case.  This is what happens when unethical people are attacked.  Rather than admitting they were wrong, they seek to defend their behaviors.  Change or Die exposes us to the ego’s defenses.  We learned through Mistakes Were Made (But Not by Me) how people will avoid taking responsibility.  Mastering Logical Fallacies walks through the techniques that people are likely to use to seem logical and rational and at the same time really be basely attacking a person.

Whether you follow Rebels at Work, seek to be one of the Originals, or believe that you should have better Range, there is support for being counter-cultural and an awareness that so many people will resist the change because it makes them uncomfortable.

If you’re going to chose the path of being a disruptor, you might want to do a bit of study to get good at The Art of Insubordination.

Book Review-Delinquent Boys: The Culture of the Gang

How is it that one boy becomes a Boy Scout Eagle Scout and the other finds their way into a criminal gang?  This is the fundamental question that Delinquent Boys: The Culture of the Gang seeks to answer.  Parents of children wonder these questions before their children grow up and after their children have sorted their ways into different paths.  Other, more contemporary works, like those of Judith Rich Harris in No Two Alike and The Nurture Assumption, have described their view on the sorting process.  It was Ronald Marris’ Social Forces in Urban Suicide that caused me to pick up the book (published in 1955) to see what we might have lost in our understanding of how people end up dedicating their life to a disruptive counter-culture – and how others do not.

Delinquency Definition

Delinquency is, at its core, counter cultural.  It eschews the standards of “social convention.”  (See Choosing Civility, The Righteous Mind, and Trust: Human Nature and the Reconstitution of Social Order for more about social conventions and their influence.)  Cohen in Delinquent Boys describes the subculture as “non-utilitarian, malicious, and negativistic.”  That is, the behaviors seem to have no utility, are seen by the traditional culture as malicious, and generally have a negative view.

In so much as delinquency is counter-cultural and malicious it is seen by most as amoral.  (See The Righteous Mind and Moral Disengagement for more on morality.)  However, it would be more accurate to say that it operates on a different set of moral values.

The Desire for Status

Delinquents have not or cannot find status in the traditional culture.  They don’t fall into a category or class that has the kind of recognition and status that they desire.  They’re not the jocks.  They’re not the nerds.  They’re not the kind of kids that go to college.  Their frustrated attempts to find a way to achieve status leads them to a group where their willingness to be malicious is enough to earn them that status.  (See Who Am I? and The Normal Personality for more about 16 different motivators, including status.)

In this context, rules aren’t just to be ignored or even evaded.  Rules are to be flouted.  It’s the fact that they’re willing to openly defy rules that creates their status in the eyes of others.  Being just ornery is ordinary; they’ve got to do something to stand out from their delinquent friends.

Here and Now

Another characteristic of delinquents is their prepotency of short-run hedonism.  That is, they are focused on their current desires for pleasures with little interest in long-term consequences.  (See The Time Paradox for more on different ways of viewing time.)  This can easily be caused by a lack of belief that they’ll be able to reap the rewards of any long-term planning.  For those who have had too many adverse childhood experiences (ACEs), it may be difficult for them to see the stability necessary for long-term rewards.  (See How Children Succeed for more on ACEs.)

Delinquent Psychology

Let’s cut to the chase.  What are they thinking?  That’s what everyone wants to know.  There isn’t a single answer but instead there are a few generalizations that we can make.

First, their sense of self-esteem is unstable.  That is, they’re always struggling for status and approval.  Because of this, when their self-esteem is threatened, their ego’s defenses are automatically engaged.  (See Change or Die for more about The Ego and Its Defenses.)  A typical reaction is anger.  Anger, in Eastern traditions, is disappointment directed.  Disappointment is a judgement of something that missed the prediction or the standard.  (You can find more about this in my post, Conflict: Anger.)

However, anger isn’t the only outward sign of the struggle to maintain the façade of a positive self-esteem.  I explained in my post How to Be Yourself how projecting one image is difficult to maintain, like holding a gallon of milk out to your side.  Coupled with an inability to admit vulnerability, this creates a situation where the “boy” continuously struggles to be or do something that isn’t naturally possible.

While Delinquent Boys put on the airs of being immune to the kinds of hurts that others readily acknowledge, the truth is that they are often cut more deeply by them.  They believe that showing reaction to these hurts means they’re weak, and their culture won’t accept that.  We know that, for physical healing to occur, we need to provide the right conditions.  In many cases, that means either avoiding use or specifically targeting use of the injured part of our body.  We apply casts and define exercise regimens.  However, in the case of the hurts that occur in the Delinquent Boys, they can’t acknowledge the hurts or shape the way they move forward and grow.  (See Antifragile for more about how to recover better from hurts.)

Red vs. Blue

It is a common game.  Red teams are the aggressors, and blue teams are the defenders.  Whether the game is one of cyberwarfare or not, the teams are set up in direct conflict, and Richard Hackman’s work says that the red teams – whether they are less experienced or not – are more likely to be successful.  In Collaborative Intelligence, he explains both the situational and team dynamics that influence the success of each group.  Red teams are effective in part because they define themselves with an objective, where blue teams can only define themselves by not failing.  It turns out that defining yourself with what you’re not isn’t effective.

Delinquent boys are defining themselves with the idea that they’re not something.  They’re not the norm.  They’re not the establishment.  They’re not the suburban preppy kids.  They’re not going to be the hardworking folks that others step all over.  They’re different.  This has some utilitarian value.  It means that, if they fail, it’s trivial for their ego to deflect by saying whatever they failed at wasn’t important anyway.  However, because they can’t define themselves with a single thing, it’s hard to be successful at anything.

What does a motorcycle manufacturer with a poor track record in just about every aspect that one would want in a motorcycle company do to salvage its business?  Associate its brand with a culture of rebels.  Our desire to address under-addressed aspects of our personality is a powerful force.  Accountants and businessmen wanted to express their inner rebel, and Harley Davidson was there to help them do just that.  Instead of fixing reliability, they fixed their image in everyone’s mind that to own a Harley Davidson was to signal to the rest of the world that you’re a rebel.

The problem is that while “rebel” can be a part of your personality, it fails as a core part of a personality.  Being contrary to just be contrary doesn’t work in the long run.  You can’t anchor your identity to the idea of having no anchors.  So, Delinquent Boys are left adrift without anything to hold on to.

Counting “Nots”

A counselor once told me that you could tell when someone wasn’t saying anything real by counting the number of “nots” in their conversation.  Broadening this slightly to include other forms of negation, I realized that when someone says they want something, but they keep explaining it by providing negative examples, they either don’t clearly understand what it is they want – or they’re actively trying to prevent the person who they’re talking to from getting there.  This subtle form of manipulation is shame-inducing.

The person who is receiving the negative-laden explanation has no model to work from and therefore must continue trying random (or semi-random) approaches to address the need – only to be told that this, too, isn’t right.  The result is often demoralization and the feeling that you’ll never get things right.  In fact, in some cases this may be the point.

This is just one example of how trying to define in the negative doesn’t work – whether it’s intentional manipulation or simply because of attempts to define oneself by what we are not.

Unique – But Not Too Unique (Optimal Distinctiveness Theory)

We have inherent need to be accepted by others.  It’s wired into our evolution.  Jonathan Haidt, in The Righteous Mind, explains that we survived to become the dominant biomass on the planet not from strength but from our ability to be social.  We know that when we’re standing on our own – rather than as a part of a group – we’re at substantially greater risk.  In historic times, being expelled from a community was likely a death sentence.  Individually, we’re weak.  Together, we’re strong, and that leads to our strong desire to be accepted by others.  However, that’s not the only force deep in our psyche that struggles to bubble up into our feelings, beliefs, and behaviors.

The other engine that drives us is our need for uniqueness.  We believe that we must be different – and ideally better—than others.  We don’t want to feel like we could be replaced by someone else.  That’s why it stings to hear that a former employer or a former lover has replaced you too quickly.  It’s the loss of our feelings of uniqueness.  However, uniqueness requires difference – and too much difference means that we can’t be accepted.

We know that people accept others that are like themselves.  If you become too different, and distinguishable from them, you threaten the ability to be accepted.  The result is that we try to find the narrow path between acceptance and uniqueness.  This has been called “optimal distinctiveness.”

The key problem with optimal distinctiveness is that it necessitates that the problem is a wicked problem.  No two people will define the need for and the appropriate degree of individualization the same way.  (See Dialogue Mapping for more.)  Ultimately, there is no solution to how to be optimally unique and at the same time conforming.  It’s one of the key challenges of life for all of us.

School Shootings

It was Columbine High School in Columbine, Colorado.  It ignited a series of school shooting massacres.  It was also not the first time the perpetrators had made themselves known as delinquents.  Eric Harris’ blog had detailed his interest in harming others and some of his escapades with Dylan Klebold.  Both pled guilty to felony theft and were sent to a juvenile diversion program.  That was 16 months before the massacre.

Numerous others have followed in Eric and Dylan’s infamous footsteps, and more than we know have tried and were thwarted.  No Easy Answers walks through the Columbine Massacre and seeks to help us understand how bullying and a desire to feel strong created a situation that left Eric and Dylan believing their only option was to become powerful through a massacre.

Shifting the Blame

Delinquents have gotten quite fully into what Leadership and Self-Deception and The Anatomy of Peace would describe as a box.  Inside the box, people’s vulnerability drives them to behaviors that are inconsistent with their beliefs and harmful to others.  Eric and Dylan weren’t from bad families.  On the outside, their values would seem to be that of any other child.  However, it turns out that they found ways to do the unspeakable.  They managed to disengage their morality.  (See Moral Disengagement for more.)

Following the Columbine Massacre, both Eric and Dylan were vilified, a reasonable response to people having lost their children or friends as a result of the rage.  What they didn’t effectively do is ask what conditions were in place which allowed these boys to become this way.  Certainly, there is the role of the parents, the community, and the school.  However, what about the environment is key such that so many copycats have followed them?  Perhaps it’s their feelings of shame at the hands of unchecked bullies.  Perhaps it’s something else.

We know that people resist accepting the blame for the situations that they create.  Delinquent Boys are no exception.  Without granting innocence or shifting the blame, how can we look back into their past to see what conditions preceded their delinquency?  Maybe you can find the answer in a nearly 70-year-old book about Delinquent Boys.

Book Review-No Easy Answers: The Truth Behind Death at Columbine High School

It has been identified as the sentinel event.  The book No Easy Answers: The Truth Behind Death at Columbine High School is an exposition and review of the events leading up to the Columbine Massacre as well as the aftermath of the event.  I started reading the book not because of the latest school shooting but instead because it offered potential clues to explaining unexplainable behaviors.  In the more than 20 years that have followed the event, much has been written and considered – perhaps among the tragedy, there might be some value.

No Easy Answers

In the wake of the Robb Elementary School shooting in Uvalde, Texas, some were calling for finding resolutions to the school shooting epidemic.  Depending upon their particular political beliefs, the focus of the call to action was on mental health, gun control, or better school safety.  What troubled me quite quickly was the look for an easy answer.

At Columbine, it would be easy to dismiss Eric Harris and Dylan Klebold as deranged psychopaths, products of a hostile environment and poor upbringing.  However, having been to the Denver, Colorado suburb of Littleton that surrounds Columbine, the environment is anything but hostile.  By all accounts, both Eric and Dylan’s parents weren’t cruel or neglectful.  In fact, their parents would easily be considered above par in terms of creating home environments and engaging with their children.  Clearly, Eric and Dylan’s actions betray psychopathy – but how did this happen?

It’s not the case that they were just two “bad apples.”  Instead, we’ve got to look more carefully at the environment, the situation, the signs, and the gaps that allowed them to slip through.  As I explain in Fractal Along the Edges, things aren’t what they first appear.

The Environment

Judith Rich Harris, in The Nurture Assumption and No Two Alike, walks through the mechanisms that can cause two children born to the same parents and in the same environment to differ in the trajectories of their lives.  To blame the parents ignores the external factors over which the parents have no control.  To blame the parents either burdens them with having produced genetically damaged offspring – which isn’t truth – or to distort their home lives to fit a freakish version of the truth.

But if we absolve the parents of responsibility – which I’m not completely advocating – who is left?  What in the environment might contribute to the awful tragedy?

Bullying

The news is littered with the tragedy of students who take their own life because of the bullying that they receive – both physical and emotional.  Often, the bullying that these lost souls experienced went unreported.  Somewhere, they’d learned that they’d be blamed for the bullying.  They’d be told they’re weak, and they needed to just “suck it up.”  The authorities weren’t going to do anything about it anyway.  They’d only make things worse.  Whether these perceptions are true or only fears given inappropriate legitimacy, they exist in the minds of many of those who found themselves at the hands of bullies.

The same forces that drive some to give up and take their own life can drive the desire for revenge and rampage.  (See The Suicidal Mind for more on the connection.)  The forces that make someone feel weak and unprotected cause them to find their way towards strength and self-protection.

At the heart of bullying lies two concepts.  First is that someone is better than another.  That is, their position in the society grants them special privileges.  The second is that “might makes right.”

Social Hierarchy

The animal kingdom is practically built on social hierarchy.  We find that some animals are perceived as leaders, and they are therefore granted special privileges.  The interesting question is what leads us to the coveted top of the hierarchy and what are the rewards that come with this social status.  In the animal kingdom, this is mostly strength and ability to fight.  However, as humans, we’re not the strongest, nor do we have the fiercest set of natural attacks, as Jonathan Haidt points out in The Righteous Mind.  What we do have is the ability to work together and our intelligence.  However, when you’re fighting your way to the top of the social hierarchy, how does this work?

In high schools like Columbine, the social hierarchy is driven in part by the kind of athletics you participate in.  The better your position and performance in a respected sport, the better your reputation, both with the other students and with the staff.  Football quarterbacks and starting centers get the highest spots in the hierarchy, where the captains of the chess and the debate team are less highly regarded.

This isn’t all bad, as Why Zebras Don’t Get Ulcers explains that stress can accompany not knowing your place in the social hierarchy.  However, it also explains that when those on the top of the hierarchy aren’t happy, they tend to take out their frustrations on those who are lower in the hierarchy than they are.

Might Makes Right

Historically, at the micro-level, physical prowess provided a mechanism for extracting pleasure from the infliction of shame and pain on the unfortunate souls who happen to be within range of the wrath.  The goal of this superficially is pleasure.  However, if Jonathan Haidt is right, this goes against one of the most powerful foundations of our morality: care vs. harm.  He explains in The Righteous Mind that there are six foundations of morality, including care/harm and authority/subversion, and we each value the foundations differently.

It’s challenging, because it’s necessary to practice Moral Disengagement in order to feel safe.  The capricious nature of the harm caused to others is intended to instill sufficient fear that people don’t – or rarely – directly challenge you.  It’s much easier to portray the illusion of strength when others are afraid to challenge you – constantly battling others can drain even the strongest.

I should be careful to say that I’m not condoning the behavior of attacking those lower on the social hierarchy – far from it.  I am saying that this is the normal order of things in the animal kingdom and unfortunately in “polite society” – it’s just the approaches changed.  In Reinventing Organizations, Fredrick LaLoux explains the evolution of organizations, from those only a half-step removed from physically beating people into submission to the more enlightened environments designed to encourage everyone.

Historically, history was written by the victors.  They were in power and controlled the narrative around what happened.  Thus, those who had the power shaped the way they were seen in the eyes of the populace.  While the world has now changed, as movements like Arab Spring have shown, we still must accept that much in our history books is near fiction.

Cynicism

When we speak about burnout, we explain that it has three defining characteristics: exhaustion, cynicism, and inefficacy.  (See Extinguish Burnout for free resources on burnout.)  What’s important here is that cynicism is an outcome.  It’s the outcome of feeling like you can no longer make a difference.  It’s a sort of resignation that all you can do is complain.

Some people reach this conclusion through a feeling of powerlessness.  They believe that they’re not strong enough to do anything.  These are the same sorts of people that become the best in their fields.  Anders Ericsson explains in Peak that people become motivated to get better, do the work, and focus on getting better.  In The Art of Learning, Josh Waitzkin explains his rise to the top of both the chess and martial arts worlds – including his psychological struggles.  Being the best is hard.  For some, giving up is never an answer; for too many others, it seems like the only option.

Direct competition isn’t the only way that people are confronted with reasons why they’re powerless.  In America’s Generations, Chuck Underwood explains how Generation X grew up with a growing awareness of how the world systems that we should trust were broken and corrupted.  From the Oval Office to the board room, the system was rigged against us – and there was nothing we could do about it.  It’s no wonder Generation X is one of the most cynical.

When you mix a deep sense that the system is rigged against you, constant bullying and belittling, a pressure from others to change the world, and the power that can be found in the form of guns and explosions, you’ve got the recipe for a massacre.

Guns

In the United States, we believe in the right to bear arms.  We believe that we can enhance our power by wielding a gun.  It’s the way that we see our heroes in movies overcome their enemies, and it’s an accepted part of our lives as well.  Many of those who enter the debate hold a strong opinion about guns.  Either they believe that the government is slowly out to erode or minimize these rights to have guns, or they believe that guns are the root of all evil and should be banned from existence.

The sparring goes back and forth between statistics that show more lax gun laws result in more gun-related deaths.  The opposition counters that this is only true when suicide isn’t factored out.  They recognize that suicide is the most common death due to guns, not murder.  They also counter that many guns are obtained illegally – as those used in the Columbine massacre were.  Albert Bandura shares his point of view in Moral Disengagement, where he comes down on the side of more gun control and less violence on TV.

Entertaining Violence

Another of the easy targets for the cause of violence was the entertainment industry: movies, music, and monstrous games.  Eric had been fascinated with the movie, Natural Born Killers, music by Insane Clown Posse, and created levels for the computer game, Doom.  Surely one of the was to blame for the massacre.  It’s a short distance from seeing violence and performing violence, right?  Not exactly.  Bandura is famous for his Bobo doll experiment, which proved that children could learn social norms by watching others.

However, the work of Erik Erikson in Childhood and Society explains that children should have developed the ability to discern fantasy from the real world well before Eric and Dylan were exposed to violence in the media.  No Easy Answers explains how the Klebold family intentionally shielded their children from violence, including the uneasiness about the children purchasing the game Mortal Kombat.  (For more about why Bandura’s perspective may not be right, check out The Blank Slate.)

The Reality of Television

While television was blamed as a part of the concern for the entertainment industry’s part, what was overlooked was the actual factual news that was being reported.  It’s one thing to look at movies and television shows and see actors portraying violence.  It’s another to realize that your president had oral sex in the Oval Office with an intern and got away with it.  It’s more than the fantasy violence that contributes to the situation.  It’s the real events that we see are allowing people to escape justice.  In America’s Generations, Chuck Underwood explains how there are milestones that shape each generation.  Generation X was shaped by mistrust of people, politicians, and the power of corporations.

We didn’t have reality television to the extent that it’s prevalent today, but television was still a mirror of our culture.  Where the television didn’t intrude was into the homes of those families where children were abused, and that, too, we discovered.  We saw that people who should protect children weren’t – they were the villains in the story, not the heroes – and it confused everything.

Bottled Emotion

When it comes to emotions, the illusion that we can ignore them is fading.  We’re beginning to realize that we can’t bottle emotions up.  We can’t turn them off.  We’re as much emotional beings as we are rational beings – if not more.  Jonathan Haidt explains in his Elephant-Rider-Path model that reason is a tiny human on top of a massive elephant.  (See The Happiness Hypothesis and Switch.)  Lisa Feldman Barrett in How Emotions Are Made explains some of the hidden processes that we go through to form emotions – and the power they hold on us after they’re formed.

The challenge was that Eric and Dylan were bottling those emotions – painful emotions – up.  As a result, they were emotional pressure vessels that were just waiting to explode.  When Eric’s grip on the difference between fantasy and reality waned just a little, it was all that was necessary to ignite the explosion.

Doing the Right Thing

What’s the right answer?  Certainly, not allowing others to be victimized and bullied is a good start.  However, at the heart of the matter is a complex interaction between dozens of forces, only some of which are visible.  This leads us back to the reality that there are No Easy Answers.  We may never know the real “truth” about Columbine.

Book Review-Capture: Unraveling the Mystery of Mental Suffering

One of the common challenges with those who are embroiled in mental suffering is that they feel stuck.  It’s almost as if their suffering has caught them in a net, and they can’t find their way out.  Capture: Unraveling the Mystery of Mental Suffering is focused on that idea – that people are caught by their mental suffering.  No matter which path they’ve been walking, somewhere along the line, they’ve stepped into a trap – and they’re struggling to free themselves from it.  Some are able to get free with support from medications and therapies, but some seem to be perpetually stuck.

Addiction

While on the surface mental suffering may not look much like addiction, as you look deeper, the similarities begin to surface.  In The Power of Habit, Charles Duhigg explains a cycle that he claims helps us define habits.  (His reading of the science is a bit weak, but, conceptually, the idea of a cycle is a good starting point.)  If you consider that addiction is simply the progression of a coping strategy becoming more controlling of a person, it’s easy to see how this is a reinforcing cycle.

Slowing that down a bit, you can look at The Globalization of Addiction and Dreamland about how difficult drug addictions function and how they’re driven by these progressive loops.  In particular, there’s a reinforcing shame cycle.  (See I Thought It Was Just Me (But It Isn’t) for more on shame and its effects.)  To understand the power of reinforcing loops, we can look to Donella Meadow’s excellent Thinking in Systems.  In short, when we have reinforcing loops without powerful balancing loops, any system can get out of control.

In the case of addictions, those reinforcing loops are initiated by the chemical and neurological changes.  Whether the addiction itself is chemically based or is simply the result of our internal neurochemical changes, the result is a system composed of powerful reinforcing loops with underpowered balancing loops.  One can argue that losing marriages, friends, finances, jobs, and most of the things that make life worth living would be powerful balancing loops, but often by the time that these kick in, the person is well under the control of the addiction.

Applying the same model to mental suffering, we know that many conditions – particularly suicide – are characterized by a cognitive constriction that prevents the ability to see a wider range of options.  (See The Suicidal Mind for suicide and cognitive constriction.)  In Drive, Daniel Pink explains that even mild forms of stress decrease performance through functional fixedness.  Specifically, research showed that even under mild pressure people wouldn’t recognize alternative uses for a container that tacks were placed in.

It turns out that it’s easy to constrict our thinking and difficult to expand it.  In Creative Confidence, the Kelley brothers explain that we’re all born creative, and it’s crushed out of many of us by the educational and commercial employment processes.  In The Fearless Organization, Amy Edmondson is focused on the creation of psychological safety as an antidote to the constriction.  Richard Lazarus, in Emotion and Adaption, explains how our fear is based on the probability of an event and the impact of the event – and that our ability to cope mitigates our sense of fear.  Fear is clearly an enemy to being able to think broadly.

One of the challenges we face with mental suffering is that most people bring it upon themselves by reinforcing negative thinking, which constricts thinking to negative thoughts, and this loop ultimately continues until it’s difficult to see or accept positive things in our lives.  This is the same kind of cycle that drives addiction.  The difference here is that there’s no external object to which an addiction is attached.  Instead, the addiction is to the negative thoughts that continue to loop and consume those who experience mental suffering.

The Illusion of Control

Always lurking in the shadows, shaping our feelings and our actions, is the desire for control.  We crave predictability and love the predictability that comes with the illusion of control.  In Compelled to Control, J. Keith Miller explains that we all want to control (others) but that none of us wants to be controlled.  One of the great revelations in The Hope Circuit is that Marty Seligman’s great discovery of learned helplessness wasn’t learned helplessness at all.  In fact, Steven Maier (one of Seligman’s colleagues) discovered that it was a failure to learn control – or influence – that kept animals from trying to escape mild shocks – even when escape was possible.

C. Rick Snyder in The Psychology of Hope explains that hope is a cognitive process based on waypower (knowing how) and willpower (desire). Inherent in the waypower aspect is the belief that if we do the right things, we can control the outcomes. While, at some level, we are aware that this isn’t the case, we suspend disbelief to engender hope and accept that while we believe we have control of the situation, we really only have varying levels of influence.

Judith Rich Harris explains in No Two Alike and The Nurture Assumption that even with our own children, we don’t have positive control of how they’ll turn out – as any parent of a teenager has undoubtedly discovered on their own.  The desire for control is an illusion – but it’s an illusion that we need to keep intact.

Influence Not Control

There’s a dim awareness that we don’t have control.  Where control implies 100% influence, we’re often arguing with ourselves about the degree of influence that we have.  In How We Know What Isn’t So, Thomas Gilovich explains that we often overestimate our capabilities.  Change or Die explains that our ego is well armed with defenses.  We will often keep believing in things because the alternative is unpalatable.  Incognito and The Tell-Tale Brain explain that we’ll use a variety of defenses as necessary to continue to keep our beliefs about ourselves even when the data clearly indicates that our perceptions are wrong.  Whether it’s denying that we have any physical limitations despite the rather obvious facts that contradict that belief or an amputee’s belief in phantom limbs, we have an amazing capacity to ignore the truth.

If we begin to accept for a moment that we’re not in control but rather have limited influence, we must contend with the fact that we’re no longer “in control” no matter how much of an illusion that might have been.

Loss of Illusion

Obviously, when we lose the illusion of control, we lose hope, and that can lead us to burnout and depression.  (See ExtinguishBurnout.com for burnout resources.)  On the one hand, we need to accept that control is an illusion to free us from the burden of belief that everything is ultimately our fault; on the other hand, we must simultaneously retain the belief that we do have some degree of influence and that degree of influence may be enough.

We get caught in the belief of permanence in our current situation and our belief that we should have prevented it – but didn’t or couldn’t.  The result is a feeling of being trapped, greater stress, and, ultimately, our worlds narrowing into the perceived hopelessness.  (See Why Zebras Don’t Get Ulcers for more about the impact of stress.)

Responsibility

We cannot be ultimately responsible for things that we cannot control.  That is, we cannot accept all the blame if we only influenced the outcomes – but insufficiently.  Mistakes Were Made (But Not By Me) examines an under-acceptance of responsibility on the part of leadership.  While certainly this is a valid and important concern, we should be equally concerned when we attempt to take more responsibility than we are due for things that are largely outside of our control.  (See Happier for more.)

Those who suffer often take more responsibility than they should.  They shame themselves for not doing more when there was no way to know that more was called for – or ways that one could do more.  The burden of unnecessary and inappropriate responsibility buries us under weights of depression and disappointment that may be too much to escape.

If Only

When something bad, tragic, or unthinkable happens, we naturally question, “If only I had… would things be different?”  The problem with this line of thinking is that, at some level, the answer is always yes – you could have done something different.  The deeper philosophical challenge is how could you have known that more was necessary?  You begin to ask questions like: how would I change every response in ways that lead away from the result every time?  Often, these answers lead to hypervigilance and a breakdown.

We can’t undo the past no matter how much we may desire to do so.  Instead, we must find ways to take reasonable steps to prevent future occurrences while accepting whatever tragedy has already befallen us.  “If only” is dangerous, because it invites us into the loop where we recognize that we’re not capable of completely avoiding the future pains and intensifying the degree to which we second-guess ourselves.

None of Us Are Immune

Perhaps the most disturbing thing about the tendency for people to get captured is the reality that none of us are immune.  We’re all bombarded by sensory input every day and ultimately the wrong set of inputs at the wrong time given the wrong attention can launch us into a loop – capture – that’s hard to escape.  Nassim Taleb in Antifragile explains how we can build resilience but how that all resilience has limits.  After we’ve been impacted by something we need time to recover – and ideally build up resistance – if the next wave comes too quickly or intensely, we can be overwhelmed – and caught up in a negative cycle of mental suffering.

The fact that all of us are susceptible doesn’t change our desire or need to make things better.  We’ve got to accept the fact that we can be captured and work to develop the kind of skills that make our descent into the spiral less likely and easier to recover from.

The Other Side

While Capture has the unfortunate consequence of burdening us, it’s not always a negative cycle that we find ourselves in.  Sometimes, the same mechanisms that drive depression can be turned around on themselves and leveraged to the most amazing experiences.  The experiences that we find the most engaging in life are experiences of flow, which are remarkably similar – even if much harder to enter.  (See Flow, Finding Flow, and The Rise of Superman for more on flow.)

In the end, the greatest hope we may find is not that we eliminate the drivers that lead to mental suffering.  Perhaps the answer lies in harnessing these powers for the development of greater happiness and joy.  Maybe it’s time to Capture happiness.

Leaders Lead from the Back

Not everyone gets the opportunity to go hiking in the mountains, but there’s a valuable leadership lesson to be had by hiking in the mountains with others – particularly a family.  Hiking with a family necessarily involves people with differing abilities, needs, and skills.  Keeping everyone together is what makes a great leader effective – and it’s rarely the thing that people see when they’re watching a family or group pass them on a trail.

Head of the Pack

Some people – generally a father figure – will take up position at the beginning of the group, leading the followers on the right well-worn paths to prevent them from getting lost and ensuring the hike that they set out to do is the one they complete.  By all accounts, this is what people would describe as a leader.  Fearless and intelligent, hard-charging and determined.

The message this leader often sends – either directly or through indirect means – is that the only way to “do things right” is by hard-charging into the future.  It’s blazing trails that wins the day, not careful, deliberate attempts to keep everyone together.  Ironically, in most cases, they’re not blazing the trail but instead finding one that they’ve been promised leads to the destination or experience that they desire.

The image we have of leadership is one of a leader and followers rather than a group of people who desire to share an experience together.  We sometimes forget that the journey matters, too.

Bringing Up the Rear

Equally common as a leader in front is a person in back.  Generally, this is a caretaking role, like a mother who carefully watches those ahead of them and intuitively slows down to stay behind the last person, or recognizes the need for resources like water and gets those resources to them.  There is no pace-setting or direction-setting in this role.  It’s the role that makes sure that everyone is going to the same place in a way that prevents people from being left behind.

What’s interesting about the role is that it most closely aligns with the supportive role that many effective leaders take.  They’re not just setting a direction, but they’re also tending to their people who need help.  Instead of dictating, they’re facilitating.  Instead of charging, they’re caring.

There’s a greater awareness that the goal is the shared experience as much as the destination.  It’s a caring for people – with the desire to have a new experience.

Leadership Defined

I won’t be able to go to the depths how Joseph Rost’s Leadership for the Twenty-First Century does.  He dedicates nearly 2/3rds of the book to getting to an understanding of leadership that’s summarized neatly as people in a relationship intending real change.  That opens leadership up to everyone, not just people with titles or special talent, but also people who are in relationships and intend to make a real change.

In this context, families and organizations want to make their interactions more positive and the people in them want to do it together.

Lost Causes?

One would be right to question the analogy when applied to business or civic life.  After all, we can’t easily replace a child or a crazy uncle.  Families have a relatively fixed relational structure that other groups do not.  There will always be times when the people you’re bringing with you on the journey are the wrong people.  In corporate life, it’s a hard decision to make to ask someone to leave and, in tight labor markets, even harder to find the right person to replace them.

However, until you’ve decided they must leave, you should support them as best you can – even if you don’t fully believe that they’re going to make it.

Why the Back?

It’s too easy from the head of the pack to leave one or more people behind.  In fact, it’s easy to leave everyone behind.  A leader without followers (or collaborators, as Rost began to call them) isn’t a leader at all.  It’s only from the back that you can ensure that everyone makes it and truly shape the experiences they have.

Book Review-Team of Teams: New Rules of Engagement for a Complex World

You never really know what you’re going to get into in a war.  A young upstart country disrupted a global powerhouse in what we now call American Independence.  The tragedy of 9/11 triggered a reaction from the United States that was quick and powerful.  The nation decided that it would not allow terrorism to invade its borders.  The results were a series of initiatives designed to bring about the end of terrorism.  And it led to Stanley McChrystal being placed in the heart of Iraq trying to combat a different enemy and, ultimately, create a new kind of operating structure.  It was a Team of Teams: New Rules of Engagement for a Complex World.

Efficiency Versus Agility

When it came to efficiency, the US forces had it down.  They had hundreds of years of learning the most efficient way to do things.  Fredric Taylor’s scientific management had long since taken hold of the military.  Sure, it was as bureaucratic as any other large government organization, but it was as efficient as possible when operating at this scale.  Of course, scale had its disadvantages, too.  The larger the organization, the more difficult it is to be agile.

Al Qaeda Iraq (AQI), as McChrystal consistently refers to it in the book, was none of these things.  Their network followed no discernable hierarchy.  They didn’t do things efficiently at all.  But they were exceedingly agile, and that seemed to allow them to keep one step ahead of the US forces.  It was something that was humiliating to endure.  A vastly overpowered, rag-tag force was able to keep and even gain ground.  McChrystal had to find a new way of doing things that more closely aligned with the new rules of engagement.  New rules forged not in a strategic planning session in some war room but at a kitchen table using improvised materials and intelligence.

Red Teams and Blue Teams

The military world – and the intelligence community – have long since learned about how to work together – and how not to do it.  Richard Hackman explains decades of experience in Collaborative Intelligence and even outlines the pitfalls that await people who must defend themselves against attackers.  It turns out that the structure of attack makes the success more likely.  It’s possible to focus limited resources in specific places and punch through the defenses that must be more spread out.

Hackman has many other measures that seemed to indirectly inform McChrystal as he tried to figure out how to make his task force more effective in a foreign land – not just geography but also in the way that things worked.

Complex Systems

While we like to believe in cause and effect, we’re collectively becoming increasingly aware of the probabilities of things happening rather than their certainties.  (See The Halo Effect for more.)  We’re beginning to recognize that we’re living in a world of complex systems that interact in ways that are difficult to predict.  Donella Meadows in Thinking in Systems began to expose us to how systems work – and how they change.  She exposed the kinds of emergence that happens in large systems.  Everett Rogers explained this in terms of the law of unintended consequences and the story of how steel axe heads for Stone-Age Australians went horribly wrong.  (See The Diffusion of Innovations for more.)  Even Judith Rich Harris discusses Lorenz’ “butterfly effect” in terms of how small changes can make big impacts on children in the same home.  She explains that there are really No Two Alike.

In short, what McChrystal and the task force experienced wasn’t new or unique.  It’s the way that we have to begin to think if we want to succeed in this VUCA world.  (See Stealing Fire for more about VUCA – volatile, uncertain, complex, and ambiguous.)

Non-Linear Change

Most things in our world experience change and growth in a relatively linear way.  Our children may grow more in inches during their 10th year than in their first, but it seems proportional.  Rarely do we encounter the kind of rapid changes that happen when we toss a match on something recently doused with lighter fluid.  Things change, but they do so at a relatively constant rate.  However, in complex environments, what’s stable one moment can be very unstable the next.  You’re going along fine – until you’re not.

Lorenz first wrote about chaos theory, or complex adaptive systems, when he wondered – as a part of a published paper – whether a butterfly could set off a tornado in Texas with the flap of its wings.  This is rooted in Lorenz’ attempts to model weather and a chance happening that he entered data back into the system to restart it with less precision – and got radically different results.  He explained that even small changes in a complex system can create a chain reaction that leads to big events – but most of the time it has little or no impact at all.  Little things can matter – but they don’t necessarily always matter.

Herein lies the biggest problem.  As humans, we are prediction machines.  We’re always trying to predict the next move, the next thing that will happen – and when systems get too complex, we can no longer do that.  It’s the failure of our predictive capacity that makes us laugh at jokes.  We get a little spark every time we detect that we’ve made an error in our prediction.  (See Inside Jokes for more.)

What makes prediction hard is both the breadth – number of actors involved – and the velocity.  When news traveled via the Pony Express, there weren’t iterations happening every second – or every millisecond.  It was possible to play out scenarios and anticipate the future.  Mail – and even newspapers – generally reached fewer people than someone could potentially reach now with a single retweet from a celebrity with millions of followers.  And that one retweet might spawn dozens, hundreds, or thousands to retweet on their own with the result of spreading the message even further.

Efficiency and Effectiveness

Simply, efficiency is doing things “right,” and effectiveness is doing the “right” things – “right” being right in context.  How many times do we find ourselves making things more efficient without considering whether we’re doing the right thing?  If we do ask the important question, what chance do we have that we’ll know what the right thing even is?  It’s frustrating and demoralizing to realize that you don’t know how to be effective because you have no idea what the right thing is.

Entrepreneur means “risk bearer.”  Being the leader of a command in a time of war carries with it a greater weight.  You’re literally making life or death decisions every day.  If you act, you risk the lives of those under your command.  If you fail to act, you may risk their lives and also the lives of those you’re there to protect.  The core problem is knowing which actions to take and when to hold tight.

As an entrepreneur for a few decades now, I can tell you that I’ve never known for sure that I was right – except when I was wrong.  I’ve had so many good ideas and excellent execution fall flat.  It’s fallen flat, because what I thought was the absolute right thing wasn’t in fact what was right – at least as far as the market was concerned.

Absolutely we’ve got to recognize that efficiency isn’t sufficient.  We have to make sure that we’re doing the right things, while realizing that it may not be possible to know for sure what right even is.

Messy Diagrams

Most organizations have organization charts.  Most of the time, it’s the clean, direct line and hierarchy that we expect to see when we describe a large organization.  Just as map makers must decide which details to leave out and which ones to include, the architects of the organizational chart must simplify the rather messy connections that every organization has.

As a child, I watched M.A.S.H.  It’s a fictional show about a mobile surgical hospital in Vietnam.  As a situational comedy, there’s something to making the show interesting, but it exposed something that traditional organizational chart doesn’t.  It exposed dynamics of the relationships between the surgeons, the nurses, and the rest of the staff.  More importantly, it exposed the difference between real power and position.  If you wanted to get something done, you spoke to Radar.  The commanders could come and go, but Radar was always there making things happen one way or another.

Instead of the clean lines and pristine hierarchy, AQI emphasized relationships and connections to people that could get things done.  When diagramed, the structure looked like a mess – because it was.  However, the mess wasn’t a byproduct of the organizational structure, it was the results of connections and relationships.  We see these today in business and society through social network analysis.  We can see who we’re connected to and who they’re connected to, building a web of connections that can lead everyone to someone else in startlingly few hops.  (See Analyzing the Social Web for more about social network analysis.)

Integration

For McChrystal, the problem wasn’t that he had poor equipment or poorly trained soldiers.  He had good tech and good talent.  The problem was that there were gaps between the groups and these gaps created inefficiencies, redundancies, misses, and mistrust.

Navy SEALs are trained together and trained to trust one another as if their life depends upon it – because often it does.  Army Green Berets and the special forces of the other branches of the military are also similarly trained and teamed.  The problem was that there was relatively little integration between the forces in a branch of the military and even more so across branches.  They simply didn’t know or trust each other – and that was making it difficult to leverage the power that each group brought to the mission.

This is the core concept in Team of Teams.  It’s building trust within the team and then layering in additional trust with people outside of the small insular group.  McChrystal’s insight was in the way that he intentionally created these connections between different groups and then allowed his team – or team of teams – to leverage these relationships in the same way that AQI might.  However, better resources, training, and efficiency weren’t removed – the informal trust was added to what already existed.

Secrecy

There’s a tendency in military – particularly military intelligence – circles to over-restrict the dissemination of information.  Things are marked “top secret” when “secret” would do.  They’re marked for internal use only when most of the information is available publicly.

It was a special opportunity to get to visit NSA headquarters, and we took it.  NSA Family Day is a time when those who are working on some of the most secret operations to protect our nation can share a glimpse of what they do with their families.  I wasn’t expecting that one of the briefings would explain that all the sophisticated gear sitting out on the table, which was used to gather information, was available on Amazon.com.  It was a moment when I realized how much that was secret wasn’t really secret.

McChrystal knew that information was far more valuable shared – even with the risk of a leak – than kept behind locked doors.  The result was a change where the entire command area was declared safe for top secret discussions.  It meant that everyone could talk (more or less) freely about sensitive information.  It reduced the friction and increased the sharing.  Luckily, there weren’t critical breaches that would have caused this novel experiment to be torn down.  Operational effectiveness increased, and with no known negative effects, it stood.  The risk was made that everyone could be trusted – and the benefits outweighed the potential risk of a breech.

I’ve spent a few decades in the knowledge management space, supporting and teaching people how to share knowledge and information in ways that forward organizations and people.  In this, I’ve learned there is so much value to knowledge that it’s almost always worth it.  (See The New Edge in Knowledge for more about this value.)  Sharing your knowledge is an exercise in trust – and necessarily opens you up to the chance of betrayal – but properly managed, it’s almost always worth the trade.

Autonomy

Daniel Pink in Drive revived and extended Edward Deci’s work from Why We Do What We Do.  In short, intrinsic motivation comes from autonomy, mastery, and purpose.  In this situation, purpose was clear, mastery was as elusive as it ever is, but autonomy could be granted.  McChrystal pushed decision making authority as low as possible into the organization.  He realized that, for the most part, he was going to agree with the plans of those he led – because otherwise why would he have them in his command?  So, except where required, he stepped out of the way.

It changed the thinking, beliefs, and internal monologue.  People felt more empowered and autonomous.  They knew they’d have to accept that mistakes would be made.  However, the reduction in the time to action was worth the price of verification.   Instead of missing opportunities because it took too long to get approval, actions would be taken, and combatants apprehended.

Gardening People

McChrystal uses the analogy that he started gardening people.  Instead of dictating and controlling, his responsibility was to create the right conditions for people to flourish.  By changing the structure and the thinking, McChrystal was able to change people from thinking about what they needed to do to bide their time until they were sent home to how they could make a real impact while they were deployed.  Team of Teams is powerful – if you’re willing to create the conditions for success.

Apogy Change Leader Speaker Series

A few weeks ago, I had the opportunity to sit down with Apogy Founder Jessica Crow to talk about change. In it, I discuss the concept of wicked problems and how to think about them in the context of organizational change. From there, we discuss everything from the impact our values have on our resistance (or resilience) to change, the importance of hardship, and more.

You can watch the full interview here: https://www.youtube.com/watch?v=mlj6xgGY-Sw

Book Review-No Bad Parts

It’s not that Richard Schwartz believes you have a multiple personality disorder.  In No Bad Parts, he explains the fundamentals of Internal Family Systems (IFS) and his belief that we all have various parts of ourselves rather than a single consciousness.  The collection of pieces, including protectors, exiles, and our true selves, are all jumbled up as a part of our experiences – and the hope is that they can be harmonized and allowed to recognize the safety that most of us enjoy today.

Detached Acceptance

Before we can become introduced to our parts and have “conversations” with them, we’ve got to identify the stance that we must take for every part of us to feel as safe as possible.  That starts with detachment, often explained as observing from a distance.  (See The HeartMath Solution for more on detachment.)

Dan Richo’s How to Be an Adult in Relationships encourages us to focus on five As of healthy adult relationships, one of which is acceptance.  It’s avoiding judgement and simply accepting that what we’re experiencing is truth – it may not be our truth, but it is truth.  (See Theory U for more about suspending judgement.)

It’s through our detached acceptance that we can begin to recognize that there are no bad parts – and thus none that need shamed.  We can realize that there aren’t bad parts of us, but there may be parts of us that have been forced into positions that aren’t healthy or useful to us.

The Protectors

The protectors are the parts of ourselves that had to rise to the occasion of protecting us through some sort of trauma – real or perceived.  These protectors stand up and defend those parts of ourselves that are too fragile and vulnerable to protect themselves.  Protectors are always on the ready for when they believe the parts of us they’re protecting may need it.  It’s the protectors that we’re intentionally disarming when we look for detached acceptance.

Parts of ourselves that are locked into protection mode often want to express themselves differently – and can only do so once freed.  Ultimately, protectors are disarmed when they can trust that we’re safe.  In a sense, they’re a part of us with PTSD.  (See Transformed by Trauma for more on PTSD.)  Too often, the protectors are still protecting a small child incapable of defending themselves even though we may be “all grown up now.”

The Exiles

There are other parts of us that we try to deny.  While they may not rise to the level of clinical addiction, there are often parts of us that drink too much, eat too much, or just binge watch television that we wish we could get rid of.  The typical strategy of pushing them back is trying to get past them via sheer force of will rather than trying to accept them – and thereby remove their power.  Shame is a powerful driver that reinforces the power that these exiles have – and thereby makes them harder to get rid of.  (See I Thought It Was Just Me (But It Isn’t) for more on shame.)

Critics and Distractors

Other parts of us may be the hypercritical or the distractor, which lead us away from knowledge of our intrinsic value or the value that we’re sharing with the world.  (See Stealing Fire for more about our inner critic.)  These parts of ourselves, too, need to find their proper home.  We need the critic to keep us and our ego from getting completely out of control – but we can’t succumb to its overwhelming noise.  How We Know What Isn’t So explains how our egos are necessarily a bit out of whack, and Katherine Norris explains in Acedia & Me what can happen when it goes the other way.

Sick Cycles

One of the key challenges with the parts of ourselves – and the reason that we’ve not found our way to an integrated image yet – is the sick cycle that allows the parts of ourselves to feed back on themselves.  We binge eat and feel shame, which gives more power to the part of us that wants to binge – and the cycle starts again.  We lash out in protection, and then feel vulnerable for the mistake, so we lash out again even harder.

The most important part to disrupting a sick cycle is to learn when it starts.  If you can see the cycle happening, they’re often easy enough to disrupt.

Satir Model

Ultimately, the IFS model proposed by Schwartz isn’t materially different than what Virginia Satir proposed (see The Satir Model for more).  The key difference is the explicit instructions to identify and discuss each part as an individual part of the self until such time that it can be integrated into the rest of the self.  Just like Schwartz, Satir seemed to believe there are No Bad Parts.

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