Tuesday, December 14, 2010

I Got Mad Flows!!! The Happiness Formula

Rapper Lil WayneImage via Wikipedia
I’ve heard it hundreds of times while listening to my favorite rap artists - a proclamation of the supremacy of their “flow.”  In that context, the artist extols his personal talent at using verbal skill to connect audience and idea in a way that is both entertaining and enlightening.  Lil Wayne, one of the current kings of flow, may not realize that the process of tapping into that “flow” may hold the key to a human’s happiness.

Allow me to take a step back from iTunes to discuss a different influence.  I’m working my way through “The Happiness Hypothesis,” by Jonathan Haidt, a very readable discussion of the intersection of neuroscience, psychology, spirituality and  an individual’s search for greater happiness.  Its ideas have equally fascinated and discomfited me.  While it is illuminating to understand patterns of seemingly irrational behavior I have observed in myself and others, it also disappointing to reduce once romantic notions of self-determination and relationship development to simple, biological terms.

Related to that notion of biological or hereditary destiny is the concept of the “happiness formula” outlined in Chapter 5.  In it Haidt quotes research by psychologists Martin Seligman, Sonja Lyubomirsky, Ken Sheldon and David Schkade and their advancement of the simple formula which governs one’s ability to achieve happiness: H = S + C + V.  According to the research, “H”, or happiness, is a function of a pre-determined level of happiness (“S”).  This level, really more of a range, is inherited from your parents, and determines whether you see the world through an optimistic or pessimistic lens.  While most people fall somewhere in the middle of the optimist/pessimist continuum, where exactly one falls determines how great a level of happiness one can ultimately achieve.  “S” is beyond any individual’s control.

Now, before you lock yourself in a dark closet with a bucket of pint of Haagen Dazs because your inherent pessimism will relegate you to a life of sorrow, don’t forget about “C” and “V”: the two external factors over which individuals may exert control.  “C” represents the conditions of your daily existence, and evidence suggests that the removal of certain conditions can markedly increase your happiness.  According to the four scholars, removal of noise (especially noise that is variable or intermittent), commuting (especially in heavy traffic), perceived lack of control over your time and tasks, shame and negative relationships (to which one can never adapt in a way that makes them even stress-neutral) can vastly improve one’s happiness.

The final external factor, “V,” is the one I found most intriguing, and which harkens back to hip-hop luminaries.  “V” is the voluntary activities in which we engage, presumably to seek pleasure.  The best way to describe the optimal set of activities for any individual is through Mihalyi Czikszentmihalyi’s “Flow State” concept. Czikszentmihalyi’s research draws a distinction between the pleasure people derive from the physical (from chocolate, sex, etc.) and the gratification derived from “total immersion in a task that is challenging yet closely matched to one’s abilities.” Haidt further describes “flow” as the following: “There is a clear challenge that fully engages your attention; you have the skills to meet the challenge; and you get immediate feedback about how you are doing at each step.  You get flash after flash of positive feeling with each turn negotiated, each high note correctly sung, or each brushstroke that falls into the right place.  In the flow state the elephant (automatic processes) and rider (conscious thought) are in perfect harmony.  The elephant (automatic processes) is doing most of the work, running smoothly through the forest, while the rider (conscious thought) is completely absorbed in looking out for problems and opportunities, wherever he can.” The benefit of pleasure is undeniable, but ephemeral.  The benefit of the “flow,” or “being in the zone,” compounds over time.

What’s particularly interesting is that flow is about engagement in the task, and not necessarily achievement of a particular outcome.  Unlike the old axiom that one’s journey is equally important to the ultimate destination, the suggestion is that in achieving happiness the destination is actually less important than whether or not the journey requires full concentration of one’s abilities.  Interestingly, Lil Wayne has been a misunderstood figure in music because of his preference to spend most waking moments in the studio recording extemporaneous “flows”(and for a few legal reasons too).    While he has become rich through the commercialization of his work, he has also been criticized for creating too much content and simply throwing it out into the market.   Perhaps the rhyming savant has figured out the “V,” and has simply chosen to achieve an almost constant “flow state” by finding his flows as often as possible.  If the point is to be engaged in the process, then perhaps the result of the process is truly less important?

The concept of flow, and the example of Lil Wayne, makes me wonder how often, either through vocation or avocation, I achieve that level of engagement.  An honest assessment tells me that I should spend more time dropping Mad Flows too.


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Friday, December 10, 2010

Don’t Hate the Player, Hate the Game: Lessons from David vs. Goliath

I just read a fascinating article from the archives of “The New Yorker”, “How David Beats Goliath: When Underdogs Break the Rules" by Malcolm Gladwell.  You may recognize Gladwell as the best-selling author of the books "Outliers," “The Tipping Point” and “Blink.”

Gladwell features the stories of victorious underdogs in many contexts, but spends the majority of his time chronicling the ascendance – in one season - of a basketball team of 12-year-old girls, from not knowing how to dribble or shoot, to runner-up national-champions.  (Hint: the success does not involve convincing a depressed basketball savant to join the team, as it did in the movie “Hoosiers.”) The key to success: insurgent strategy.  Before attacking the opponent, attack the “game” itself.  Through his stories of unlikely success, Gladwell offers a simple set of instructions for informing your competitive decisions when facing a “Goliath” opponent.

First, recognize that the “rules” of most competitions are established to reinforce the dominance of the incumbent order. For example, big armies attempt to draw opponents into head-to-head battle because big armies have an advantage in these conflicts.

Second, recognize we have the choice to play by conventional terms, or to redefine the competition in a way that suits our abilities - not those of the incumbent.  We often impose a set of “rules” upon ourselves, which are defined by convention rather than law. Before any competition, consider whether your strategy is based on what is expected, or what is to your advantage.

Finally, assuming you elect to compete in a way that defies convention, you must recognize what is required to achieve success under the new terms of engagement.  Changing the terms of the game will inspire the antipathy of an establishment that wishes to reinforce the old standard.  It may also require significantly greater effort than losing “honorably” under the standard terms of competition.  If the point is to do more than compete, then you must recognize the cost of success, and accept these costs.

Like most people, I love a good underdog story.   If you read the article for only that, you’ll come away happy.  More than this, it served as a reminder that we are complicit in establishing many of the impediments we perceive in our lives.  We choose what we strive for, we choose how we prosecute the campaign to achieve it, and we choose what is an acceptable price to pay for that achievement.


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Tuesday, December 7, 2010

“Switch” Off Your Fundamental Attribution Errors

I’m not nearly as smart as I think I am.  I’ve been hearing that from people close to me for as long as I can remember, and a recent read of “Switch,” by Chip and Dan Heath, reminded me of that fact.  In particular, their focus on the human tendency to make Fundamental Attribution Errors reminded me to break my habit of drawing character conclusions without considering the context in which I’m observing the behavior that informs those conclusions.  In other words, I'm in the habit of making dumb decisions about people based on bad information.

We’ve probably all done it  - write someone off based on a limited set of unfortunate interactions.  I must admit that I’m one of the worst offenders.  Unfortunately, I’m known among my friends and family for the intensity with which I offer detailed descriptions of a perceived offense, and the extensive character indictments I raise against those who have transgressed.   There is no doubt that select members of our society are, in fact, reprehensible figures and deserve the full fury of my indignation; however, the Heath’s have reminded me to consider the broader context, or remember the bias inherent in small sample sizes.  After all, given what I just wrote, someone with limited exposure to me might conclude that I’m no sweetheart (a few ex-girlfriends would probably agree).  However, I’m confident that in the broader context of my life, I average out to a pretty decent guy.  I would hope when I act like a jackass, I’m given the benefit of the doubt; and I’m going to extend the world the same courtesy.

As for the rest of “Switch,” it offers some interesting insights into behavioral change, and our inherent nature for finding or sabotaging motivation.  The central theme of the book is that we can understand human willpower using the analogy of a trained elephant walking through the woods.  What determines the elephant’s course: the rider on the elephant’s back (rational thinking), the elephant itself (emotion) or the path the elephant walks (situation/context)?  The answer, according to the Heaths, is all three, and through understanding of how each interacts with the other one can elicit sustained personal or organizational behavioral change.  The book only scratches the surface of some deeper research from psychologists at Stanford and other schools, but it’s a quick and interesting read that offers practical advice for making change.

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Wednesday, December 1, 2010

Break on through to the other side of complexity (Amended)

What's the difference between complex and complicated?  Must they necessarily be related to each other?  According to Eric Berlow, an ecologist and network scientist based at Yosemite National Park, the answer is "no."  I recently stumbled upon this short video of Berlow's presentation at TED, during which he outlines his method for using visualization tools and isolation of first and second degrees of influence within complex systems to find solutions.  I'm not yet sure how this will help me bring order to the complexity in my life, but I found it interesting to watch him derive order and logic in even the messiest networks.

ADDENDUM: I received some feedback suggesting disappointment in the video based on expectation of an immediately applicable solution.  The following is some additional commentary that seems to have helped.  Feel free to push back if I'm still off base.

I guess if you were hoping for a "plug and play" solution, then the video came up short.  I found it interesting more as a metaphor for deriving order from apparent chaos.  As I understood it, what he said was that in complex problems, there may appear to be myriad moving parts which may influence your desired outcome.  If you just think about the apparent complicated nature of the mess, you'll get lost.  However, if you focus on understanding the 1st, 2nd and 3rd layers of influence on that desired outcome, and exclude anything that you cannot control or change, you'll be able to isolate the area likely to have greatest efficacy on the outcome you want.  I agree that not everyone has the tools to build a computer-aided visual model of a problem, but I think most problems are sufficiently less complex so as not to require one.  I think if you simply listed all of the potential points of influence in a complex set, and then highlighted the ones that touch your outcome - and that you can actually control or influence - you'd get pretty close to the same process, and an "actionable" solution set.


The video lasts approximately 3 minutes.


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