Can’t we all just get along?

Two masks staring at each other. Can we get along?

Nope. No matter how much we want or pray for peace; how much we want the yelling on cable news networks to cease; or how badly we want to end acts of violence taking place in our schools, we must recognize that aggressive behavior is hardwired in our DNA. We can’t “all just get along?”

As social animals, humans have immutable, instinctual, irrepressible needs: the need to bond with others “get along” and the need to dominate, or “get ahead” relative to others. That’s simply the way it is. We will ALWAYS relate to other humans in these instinctive ways. Even your most revered saint is subject to this reality. And you most definitely are, too.

The ONLY people apparently exempt from both of these needs are, in psychological terms, “crazy,” “nut jobs,” “whackos,” etc. Apparently, I say, because an argument could be made that they are labeled, “abnormal” for the very reason that they don’t have both needs met.

The “sticky wicket” here is how we define, “get ahead.” Here’s my crack at it.

The pivotal criteria between hippies who’d “like to buy the world a Coke” and cowboys who take evil-doers and “hang ‘em high” hinge on intent and intensity.

We can all identify with the good old rivalry of game-based competition (good intent, strong intensity), and the trivial “rounding errors” in tax returns (bad intent, low intensity). {I’ve only heard about these.}

A simple taxonomy of "getting ahead."

The table, below, depicts one of the oldest, but strongest, means of influence due to its simplicity - even if a bit inadequate. (Hey, I’m a fan of tales of “ducks and bunnies.”) ANYWAY, in this case two variables (Intent and Intensity), each with two values (good/bad, high/low), are put together. Alas; the classic 2 x 2.

 

A simple taxonomy of "getting ahead."

 

The labels in the grid are mine, but others would work just as well.  (However, if you disagree, you’re wrong. AND bad! – JK*)

BUT...

“BOHICA” (I really shouldn’t say what this acronym represents, so I won’t say that it ends with, Here It Comes Again.)

“Intent” is particularly squirrely. It’s hard to ascertain the intent of someone else: "I did this for you, not me." (hmm) “I didn’t mean to eat all of the ice cream.” (Not hard). And what if the act of intent affords no value to the one in question, “Yes, I drank all your champagne, but I didn’t enjoy it.” (Guilt by confession)

What isn’t so slippery: Few (sane) people proudly parade the image of being “Hostile.” Most don’t even like the idea of being “Mischievous.” We don’t like (allow?) the possibility to arise from our unconscious identity that we may be "bad." The more intense our point of view, the less we like (allow?) it to be anything but affirmative and decisive. "From now to eternity, I will NEVER vote for a ...."

Distinguishing good and bad is subjective. (Note the ‘wiggle’ room here) For the most part, our interpretation calmly flows with the “river of the rest.” For example, “You shouldn't interrupt someone in mid speech.” (That is, unless they NEVER shut up or are an insufferable boor.) “Going with the flow” isn’t infallible. We can believe we’re absolutely good and right, but somehow do unthinkable harm. Many egregious atrocities have been committed in the vortex of popular thinking (e.g., slavery).

Some will take umbrage with my admittedly loose, but intentionally illustrated sense of right and wrong. “God determines what’s right and wrong.” I can hear from some. “Yes,” I respond, "She does." "But..." our operational legal and moral systems are primarily determined by the populous. And, yes, they may be right or wrong about what’s right or wrong. (Huh?)

Anyway, the point I want to make has little to do with defining what’s right or wrong regarding guns, freedom of speech, whatever you like. I simply intend to give credence to the point that sometimes, some times, good people do bad things. I have my own opinions regarding what’s right or wrong, but who cares?

If you accept the conundrum that good people can do bad things, then the conflict between the person and their behavior must be addressed - more realistically, reconciled. Otherwise we have a bad person. And we don't like this answer. So, we in effect, invoke the moral(feeling)/rational(thinking) equivalent of a psychological “get out of jail free” card.

Cognitive dissonance.

Cognitive dissonance. The “slight of mind” that allows us to sleep knowing that we held our nose and voted for ____. OMG.

Cognitive dissonance. It's what you’d guess; mental conflict or disagreement. Cognitive dissonance looms large wherever disagreement lurks.

Take the maelstrom of shootings in US schools. Some say easy access to weapons is at fault,  yet the same people may have guns themselves, or at least want others to have them. Others believe that inadequate defense mechanisms are a weak link in our free society, thus allowing such tragedy. Furthermore, arming trained people with guns in schools is a good start to confronting these horrific maladies.

Who’s right? Who’s wrong? Obviously, the answer depends on who you ask. But both points of view, intensely debated, are staunchly justified by those who hold them.

Cognitive dissonance.

A singular event, with the same information available to all, is fiercely contested. Both “sides” have no doubt that they are right; the other side, dreadfully - dangerously, wrong.

How does this happen?

Cognitive dissonance.

Allow me to walk you through the examples of two potential cognitive processes regarding the two most polarizing points of view on gun control. For illustrative purposes, I’m going to make them super simple and extraordinarily extreme. I am NOT going to try to make them “good.” I speak for NO ONE here. I’m just making a point. Here goes...

“Guns are easily obtained and pose deadly force. If we eliminate guns, we’ll eliminate the problem.”

“Guns are our most effective defense in crises like these. By equipping our schools with guns, we’ll eliminate the problem.”

Both positions invoke cognitive dissonance because both are debatable and, moreover, both are obviously ignorant (as written). Note: we also don’t like to think of ourselves as “ignorant.”

Advocates for eliminating guns want to protect our schools by taking away the weapon of deadly force (guns), but know that two guns are better as long as one gun exists. (Unless they have complete trust in the wielder of the first gun.)

Advocates for the right to bear arms (guns) want to protect our schools by inserting the powerful weapon on site as defense, but know that guns carry risk. And more guns create more risk.

Now. Simmer down. The message is intended to make a point, not a point of view.

I say that both sides “know” these things, but that doesn’t mean they acknowledge them. This is where the BIG BUT comes in.

"Sure. Guns offer powerful protection, BUT at what risk to have so many; in our schools?"

"Sure. Guns pose risk and the more guns, the more risk, BUT at what cost do we allow armed attackers access to unarmed schools?"

When you hear someone pivot on a “BUT” they’re invoking cognitive dissonance.

It’s all about the BUT. When you hear someone pivot on a “BUT” they’re invoking cognitive dissonance. They’re creating a way to hold two conflicting beliefs (one, probably suppressed and unconscious) at the same time.

Cognitive dissonance allows both of these positions to ‘jump’ over the line between good and bad intent

Again. This article is not about gun control. The references are used only to make my point because it’s divisive. Both sides have intense beliefs. Both sides have valid points. Both sides have flaws. Cognitive dissonance allows both of these positions to ‘jump’ over the line between good and bad intent (or at least position one’s self in “the good box.”)

Wake up. We can’t. We won’t. Not gonna happen. We'll never, "all just get along."

We’ll never "all just get along." In virtually all cases, cognitive dissonance justifies our unpopular (among some) position by giving us an “out” of the bad box.

BUT,

If we open our eyes and see this from a higher perspective, perhaps we’ll see some common intent – even if our “logic” differs.

Worth a try?

*JK= Just Kidding. That's text speak I'm using. Cool, huh?

Psychways is owned and produced by Talentlift, LLC.

7 ways to protect your job from technology

Robotic claw grabbing businessman

The machines are coming (oh my!). But what’s new? Machines have been coming since the invention of the wheel. Over time, machines have changed the way work is done, frequently allowing fewer people to do more, or, taking “share of labor”. For the most part, the emergence of machines, and technology in general, has been incremental. It’s also focused on the most routine and arduous jobs for now. So, workers have had time to adopt new skills to stay ahead of the changing workforce demands. But the pace of machine evolution has been accelerating at a compounding rate and workers are more than beginning to get scared. Here I present seven evidence-backed ways to protect your job from technology.

Technological innovation has been changing in at least three ways:

  1. Rate: Despite misuse and interpretation, Moore’s law does model the increasing rate of change in computer capacity. Moore predicted that the technology underpinning the processing speed of computers would double every 18 months. Illustrations abound depicting his predictions of accelerated change.
Moore's law diagram
Moore’s Law – Logarithmic Plot
  1. Volatility: Disruptions, or rapid and radical developments in technology, have become more common. In essence, new technology can “go viral”, infusing and dispersing itself with surprising speed and impact. Digital cameras took film quite quickly.
  1. Magnitude: When globalization hit the scene, entire components of our workforce went away (pun intended). Call centers made the early moves with manufacturing and programing soon to follow.

Change plays right into people’s psychological weak spots.

The Perfect Storm

Three aspects of change unnerve people:

  1. Rate – As speed increases, accuracy decreases. If you want to really “excite” someone at work, pull out a stopwatch.
  1. Volatility – People do NOT like unpredictability, and that’s what disruptions create. Note the fate of network TV when digital cable came along. What happens when a new “system” is suddenly turned on in an organization? Better have a contingency plan.
  1. Magnitude – The bigger the change, the lower the likelihood that folks can, or will, adapt. Outsourcing and globalization did not really change jobs, it gave them to someone else. This has attracted the biggest reaction so far.

Note the pattern: Change plays right into people’s psychological weak spots.

Control and Trust are Crucial

These are the cornerstones of psychological health. When it comes right down to it, the most basic question we face has two answers: “I’m okay” and “I’m not okay”. Control and trust determine the answer for any situation. If you have neither, run! Most times you will have one or both.

So, what can you do to “weather the technological storm?” In short,

Focus on what you can control.

Here I list seven ways that you can protect your job from technology. As I write, I realize, though, that these steps are really more about protecting yourself from technology more so than your job. Either way, I hope at least one suggestion gives you an actionable idea.

  1. Seek to understand and predict where technology is going in your work. The better you can do this, the more time you have to ‘get ready’ for the change. Levy and Murnane (2004) devised a simple matrix to answer the question: “What tasks do machines do better than people?”
Protect your job from technology: Levy and Murnane's matrix showing routine vs. non-routine and manual vs. cognitive quadrants
Levy & Murnane (2004) Matrix of Automation

A) Routine jobs are easiest for machines and the first at risk:

i.  Manual routine jobs like stamping “received” on a brief are at high risk.

ii. Cognitive routine jobs like proofreading also are at high risk.

B) Non-routine jobs are more challenging for machines:

i.  Manual non-routine jobs like stocking groceries are at less risk.

ii. Cognitive non-routine jobs like writing novels are at the least risk.

Consider your job from this framework. Be prepared to move up (toward cognitive skills like solving problems) and/or right (toward non-routine skills like repairing machines).

… the likelihood {is} that you will be joined by technology, not replaced by it

  1. Understand what’s really happening or likely to happen as technology enters your work.

A) Is my job being replaced by a machine, or complemented with one? Most researchers and experience point to the likelihood that you will be joined by technology, not replaced by it (at least not as a first ‘move’). Learn how to work with the new technology and show that you like it. (Remember, someone with more authority than you probably brought it in).

B) If you’re highly skilled, you’re likely to be first in demand when new technology arrives. Your knowledge and expertise will be used to coach and train others. But this won’t last forever. Keep your eye out for new challenges.

C) If you’re less skilled, you will be more valuable after the technology has been around long enough for the trainers to move on. Keep the faith.

  1. If you lead others, communicate frequently about when and how technology will be used; position the resources necessary to educate and train the workforce to succeed.

A) You have control to build and support capability in the workforce.

B) How you communicate and address concerns will raise the level of trust.

  1. If you hire people, pay attention to their expertise and ability to deal with change.

A) Flexibility will be vital for all in order to adapt to our changing world.

B) Experts will be necessary to lead and embed technology changes.

  1. Consider the following job families, scientifically predicted as “least likely to be automated in the next 20 years” (Frey and Osborne, 2013). Even if you’re well into your career, there’s a good chance you can better secure your job by improving your social intelligence. (Robots aren’t good at jobs that depend on people skills – especially those requiring social intelligence).
Protect your job from technology: Frey and Osborne's table depicting bottlenecks to automation
Frey and Osborne (2013) – Bottlenecks to Automation
  1. Craft your work. As machines, or those who use them, eat their way into the social, political, educational and financial world, we consumers can exercise choice in our purchasing power. Just like some now are willing to pay a premium for products made in the USA, in the future the same will happen for “Made by hand” (and not just cigars). Seek to incorporate your personal brand in your work. The more labor-of-love, “crafted” works will stand out from the machine made stuff like the old, unvarnished desk does from the one finely polished on “Antiques Road Show”.
  1. Be nice to people. Research is clear that being liked at work (specifically, by your boss) results in better reviews (Longenecker, 1986). (If this sounds political, it is; but the same research also reveals a positive relationship between being liked and being good – seems to fit). Robots may be able to say “please” and “thank you”, and even do the job better, technically speaking. But they’ll never gain the authentic trust that you as a person uniquely can. Even as babies, we’re able to distinguish the most subtle facial expressions. Smile with your heart.

Take comfort accepting that your job is more likely to change than to disappear.

Yes, machines and robots and artificial intelligence are coming. Worrying won’t get you anywhere. Take comfort accepting that your job is more likely to change than to disappear. If you continue to expand and sharpen your skills, particularly those specified, above, you can relax — for a while!

My hope is that this article allays some of the ‘doomsday’ concerns raised by fear mongering media under the title: “Will a Machine take my Job?”

Psychways is owned and produced by Talentlift, LLC.

The surprising characteristic of great leaders.

Do you want to be a leader? Try humility.

Humility.

That’s right. And this applies to both the attitude and the act. If you really want to lead others, embrace humility as a virtuous attitude. If you really want to lead your team to victory, be humble. Manage your ego, speak of your weaknesses and admit your mistakes. Follow others and point out where THEY excel (not you). And listen. Not to be polite, but to learn.

It’s profoundly simple:

If you really want to be a great leader, promote others.

Sound familiar? Just about every sustainable social, political or religious system is built on the premise of service - making others, or every-one better. Even better than you!

If you aren’t convinced by my as yet unsubstantiated statements of “belief,” the same can be observed in the more “hard” sciences of biology (e.g., symbiotic organisms, each depending on and strengthening the other), chemistry (e.g., catalysts, subtle agents activating massive reactions) and physics (e.g., levers that give small objects power over those much larger). These are a bit of a stretch on humility, but they do illustrate how simple or small agents can have a huge, even life saving effect on another. The point is, sometimes humble leaders make their teams significantly better just by being available and providing a little 'boost.'

In fact, we’re wired (genetically) to do this. And it’s a good thing. If we don’t take care of each other, we go away. “I win, you lose” systems ultimately yield one ... "winner"? We both need and lead each other. {There is no grammatical error in the preceding sentence.} We encourage our children for their effort. We help our friends in adversity. In healthy relationships, we praise our partner, not ourselves. And in faith, we honor a being greater than anything of which we can conceive. We do this for no obvious credit. We’re just built that way. (Mostly – keep reading)

Read More