Consider a survey of nearly one million high school seniors. When asked to judge their ability to get along with others, 100 percent rated themselves as at least average, 60 percent rated themselves in the top 10 percent, and 25 percent considered themselves in the top 1 percent. And when asked about their leadership skills, only 2 percent assessed themselves as below average. Teachers aren’t any more realistic: 94 percent of college professors say they do above-average work. — Leonard Mlodinow, Subliminal: How Your Unconscious Mind Rules Your Behavior The human brain is a better lawyer than scientist. A scientific brain would form hypotheses, test them against the evidence and reject the ones that don’t pass. The lawyer brain starts with a conclusion that it wants to be true, formulates supporting arguments and discounts evidence to the contrary. Studies show that people with the most accurate self-perceptions tend to be… Read more →
EppsNet Archive: Psychology
If You Tolerate It, You Insist On It
Whenever you perceive that a virtue is missing or that a vice is present, you either tolerate the situation or try to change it. If you cannot “fix” it, you can at least withdraw your participation. The problem with tolerating the absence of virtue or the existence of vice is that this choice summons them into your life. You might tell yourself stories about the problem you perceive and your tolerance of it: That’s just the way it is in the real world. Others will not listen even-handedly to your perceptions and advice. It’s not your place to say truthful but difficult things. The problem lies in another department. You are not reading the situation correctly. You may not be able to discern beauty from ugliness or efficiency from waste, and your ignorance will be exposed. You’ll be rejected or ridiculed. You will look dumb if you ask for help… Read more →
The Law of Conservation of Ignorance
A false conclusion once arrived at and widely accepted is not easily dislodged, and the less it is understood the more tenaciously it is held. Read more →
The Difference Between You and Me
I was late because the directions were useless. You were late because you’re a disorganized person . . . Read more →
Ask “What Would the User Do?” (You Are Not the User)
We all tend to assume that other people think like us. But they don’t. Psychologists call this the false consensus bias . . . Users don’t think like programmers. They don’t recognize the patterns and cues programmers use to work with, through, and around an interface . . . — Ask “What Would the User Do?” (You Are Not the User) Read more →
Moving Away from Joy
Behavioral economist Daniel Kahneman suggests that we have two selves: an experiencing self and a remembering self. . . . Your experiencing self lives in the present and is happiest spending time around people you like. . . . The remembering self cares about story, and about appearances. . . . Your remembering self cares about money and mobility deeply. Why? No one wants to be remembered as the person who “didn’t do anything with their life.” Getting rich and moving around a lot adds dramatic, tangible plot-points to your story, which comforts your remembering self greatly. But your experiencing self can easily be less happy. What if you are unable to turn your money into people you enjoy spending time with? What if you move away from the people and places that bring you joy? — Dave Troy Read more →
The Conundrum of Fame
Here’s conundrum of fame, as I see it: It’s always said that if you want to be famous, you must endure criticism. The fabled “trade off”… …But the whole reason people want to be famous is to be loved. They’re love-addicts. Hating a celeb is like kicking a hemophiliac. Like I bet Tom Hanks internalizes a shitty remark way more than, say, the HR lady in your office. He’s needy. That’s why he’s Tom Hanks. All right, enough Psych 101. My Chihuahua looks like Billy Crystal and my Shepherd is Gheorghe Muresan. They need a development deal. — Diablo Cody Read more →
I Got a Snow Globe for My Blog!
One of my owner’s friends gave me a Christmas pug to use on my blog. My first present of the season! Thanks, MS! The pug looks a little sad, probably because someone made him wear that stupid Santa hat. Pugs don’t like to wear hats. We may look like funny little animals, but don’t forget we are descended from the mighty gray wolf. Before you put a Santa hat on a pug, try putting a Santa hat on a wolf. That will teach you a good lesson. Don’t think that the pug is sad because of the snow. Pugs love snow! A day in the snow is the best day ever! Now that I think about it, every day is the best day ever! Oh, one more thing: I do NOT endorse Popdarts.com. Do not go to that site. Go to sites that support pugs. Oops — my owner just… Read more →
A Paradox
When we give up trying to convince, we become more convincing. — Crucial Conversations So — I should give up trying to convince in an effort to become more convincing? Read more →
Disturbing Sight of the Day
A fat woman at the office, sitting at her desk finger-fondling a frosted gingerbread man, whether because it was “male” or because it was edible, I’m not sure. It’s no less disturbing either way. Parenthetically: I don’t think she knew anyone could see her . . . Read more →
A Message That Sticks
John F. Kennedy, in 1961, proposed to put an American on the moon in a decade. That idea stuck. It motivated thousands of people across dozens of organizations, public and private. It was an unexpected idea: it got people’s attention because it was so surprising–the moon is a long way up. It appealed to our emotions: we were in the Cold War and the Russians had launched the Sputnik space satellite four years earlier. It was concrete: everybody could picture what success would look like in the same way. How many goals in your organization are pictured in exactly the same way by everyone involved? My father worked for IBM during that period. He did some of the programming on the original Gemini space missions. And he didn’t think of himself as working for IBM–he thought of himself as helping to put an American on the moon. An accountant who… Read more →
Procrastination
The most pernicious aspect of procrastination is that it can become a habit. We don’t just put off our lives today; we put them off till our deathbed. Never forget: This very moment, we can change our lives. There never was a moment, and never will be, when we are without the power to alter our destiny. — Steven Pressfield, The War of Art Read more →
Mrs. Bryant Throws the Gyroball
My son’s having some trouble with 8th grade Algebra. When I work with him on it, I can see that he knows the material and he can do the calculations . . . his biggest problem is a fatalistic, let’s-get-it-over-with, I’m-no-good-at-math attitude, which leads to careless errors, and frustration if his first approach to a problem doesn’t work. I encourage him to take a more positive attitude, to go into the next test saying positive things to himself, like “I know this material” and “I can handle these questions.” “But I don’t know it,” he says. “Mrs. Bryant [his math teacher] throws the gyroball every pitch! And sometimes she hits me with it!” What we have here is a classic self-fulfilling prophecy . . . Read more →
The Halo Effect
The halo effect is a cognitive bias whereby people tend to make specific inferences on the basis of a general impression. It was first identified by psychologist Edward Thorndike in 1920. I read an interesting article this weekend by Phil Rosenzweig, the author of The Halo Effect: … and the Eight Other Business Delusions That Deceive Managers, on the halo effect in the business world: Imagine a company that is doing well, with rising sales, high profits, and a sharply increasing stock price. The tendency is to infer that the company has a sound strategy, a visionary leader, motivated employees, an excellent customer orientation, a vibrant culture, and so on. But when that same company suffers a decline–if sales fall and profits shrink–many people are quick to conclude that the company’s strategy went wrong, its people became complacent, it neglected its customers, its culture became stodgy, and more. In fact,… Read more →
Fear in the Workplace
Perhaps most surprising to us has been the degree to which fear appears to be a feature of modern work life. Whenever we talk with others about this work, such as on airplanes with strangers, we get a similar response — “Oh yeah, I can relate to wanting to speak up but biting my tongue.” It’s really a shame how much apparently untapped knowledge there is out there and how much pain and frustration results from this silence. That, too, has been somewhat surprising–that people are genuinely hurt and frustrated about their silence. This suggests that employees aren’t failing to provide ideas or input because they’ve “checked out” and just don’t care, but because of fear. — “Do I Dare Say Something?,” HBS Working Knowledge What is happening here? Let’s examine some possibilities: Some people are afraid to speak up under any circumstances and the workplace has nothing to do… Read more →
Three Reasons for Software Project Failure
Jerry Weinberg‘s top three reasons for software projects going over budget or failing to meet their original requirements: The original budget, schedule and requirements were totally unrealistic, due to the inability of people to speak truth to power. The original budget, schedule and requirements were totally unrealistic, due to the inability of people to understand and acknowledge their own limitations (which we all have). Even in those rare cases that people pass those first two hurdles, they lose emotional control during the project when something goes wrong — and something ALWAYS goes wrong. In 50 years, I’ve never seen a project where something didn’t go wrong. When it does, the project’s success is determined by the leaders’ ability to manage themselves emotionally. Read more →
Four Questions to Ask a Hiring Manager
I’m rereading parts of The Psychology of Computer Programming and I notice that several of Weinberg’s “food for thought” questions at the end of each chapter would be good questions to pose to a hiring manager: How long have you been in charge of your present group? How many of the original people remain? How many people have left and what were the reasons for their departure? What sort of provisions do you make for this kind of turnover? Describe the sequence of work planned for your current project. Is the actual work proceeding according to the original plan? Do you expect it to continue in this manner? How close is your progress reporting scheme to the reality of the work that goes on? What checks do you have to find out if it corresponds to reality? What is your impression of what motivates your staff? Is it the same… Read more →
How Did Peopleware Become a Best-Seller?
I don’t know how Peopleware became a best-seller. . . . I hardly run into any managers who read about their industry, management theory, or psychology, period. I used to believe that they were overloaded with information regarding the specifics of their job, but frankly, managers still aren’t trained, or do not educate themselves, to do their jobs. — Brian Pioreck Read more →
Timeouts Considered Harmful
Mike Shanahan never calls a timeout to ice the kicker because Jason Elam let him in on a little secret among the kicking fraternity: most of them like the extra time to check out the conditions. — “There goes that theory,” L.A. Daily News The article goes on to quote several other kickers who say the timeout gives them a chance to get out on the field, go through their whole routine, fix up the field if they need to, and generally improves their chances of making the kick. Vikings kicker Ryan Longwell says that coaches fear being second-guessed if they don’t try to ice the kicker: “So I think a lot of coaches do that just for that reason, to clear their conscience on using all the timeouts.” This confirms a theory of mine, that a lot of things coaches — in any sport — do during a game… Read more →
It’s All My Fault
. . . it is utterly trivial to create a case (and to “prove” it, too) that pretty much anybody is pretty much to blame for pretty much anything. Since a causal link can readily be drawn from either of us to anything in our lives, we simply stipulate our own blame. This saves effort, reduces friction, disinvites defensiveness and promotes remediation. Of course I cause my own troubles. . . . If I am not the prime cause of my own circumstances, I am doomed to live in a victim’s world. That would suck so bad that I prefer personal accountability. — Jim McCarthy Read more →