Right Attitudes

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Sharpening Your Skills

The Power of Negative Thinking

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Stoic philosophy recommends a practice called premeditatio malorum (“the premeditation of evils,”) i.e. intentionally visualizing the worst-case scenario in your mind’s eye.

The first point is to acknowledge that misfortunes and difficulties could, rather than certainly will, come about. The second is to envisage your most constructive response should the worst-case scenario transpire. For instance, if you’d lose your job due to coronavirus, what resources could you rely on, and how could you handle the consequences?

The direct benefit of premeditatio malorum is in taming your anxiety: when you soberly conjure up how bad things could go, you typically reckon that you could indeed cope. You’ll not dwell in the negative thoughts. Even the worst possible scenario couldn’t be so terrible after all.

Another surprising benefit of negative visualization is in raising your awareness that you could lose your relationships, possessions, routines, blessings, and everything else that you currently enjoy—but perhaps take for granted. This increases your gratitude for having them now.

Premeditatio Malorum in Stoicism - The Power of Negative Thinking

This Stoic exercise has an equivalent in Buddhist meditation-based mindfulness practices that encourage nonjudgmental awareness of unpleasant sensations (the vedanā.)

Your emotions, sensations, and events are in flux. They arise and pass. You’re merely to regard yourself as the observer of these thoughts and feelings, but you’re not to identify with them. You are not your thoughts … you are not your feelings. The Buddhist teacher Jack Kornfield writes in The Wise Heart: A Guide to the Universal Teachings of Buddhist Psychology (2015,)

Thoughts and opinions arise but they think themselves and disappear, “like bubbles on the Ganges,” says the Buddha. When we do not cling to them, they lose their hold on us. In the light of awareness, the constructed self of our identification relaxes. And what is seen is just the process of life, not self nor other, but life unfolding as part of the whole.

Idea for Impact: Could you benefit from reflecting on how you think of potential negative events?

An awareness of the possible—and the self-determining attitude—can be quite liberating. Premeditatio malorum is a surprisingly useful technique, if only with a scary name.

“What then should each of us say as each hardship befalls us? It was for this that I was exercising, It was for this that I was training,” as Epictetus philosophized in Discourses (3.10.7–8.)

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Everything in Life is Perception

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Satisfaction with any experience depends on people's perceptions going into it When J. K. Rowling wrote the novel The Cuckoo’s Calling (2013) and published it under the pseudonym Robert Galbraith, she sold less than 1,500 copies in print in three months. When word got out that J. K. Rowling had written the book, The Cuckoo’s Calling immediately jumped to the top of the best-seller lists. In just a few months, the book had sold 1.1 million copies.

When the internationally-acclaimed violinist Joshua Bell played his famous 300-year-old, $3.5 million Stradivarius violin at a Washington, D.C. metro station in 2007, only seven out of the 1,097 people who walked past him during his 45-minute performance stopped to listen. Dressed in street clothes, Bell made just $32.17 in tips tossed into the open violin case at his feet—plus $20 from one person who actually recognized him. People otherwise pay hundreds of dollars to hear him perform at fancy concert halls around the world.

The Yale psychologist Paul Bloom, author of How Pleasure Works (2010,) has described,

When we get pleasure from something, it’s not merely based on what we see or what we hear or what we feel. Rather, it’s based on what we believe that thing to be.

And so, someone listening to the music of Joshua Bell is going to hear it differently and like it more if they believe it’s from Joshua Bell. If you hear the same music and think it’s from some scruffy, anonymous street performer, it doesn’t sound so good.

And I think that’s a more general fact about pleasure. I think wine doesn’t taste as good if you don’t know it’s expensive or special wine. A painting is going to look different to you, and you’re going to value it differently, depending on who you think created it.

Bloom has explained how our minds shape the way a thing will be—because we behave in proportion to our expectations:

We don’t just respond to things as we see, feel, or hear them. Rather, our response is conditioned by our beliefs of where things come from, what they’re made of, or what their hidden nature is. This is true, not just for how we think about things, but how we react to things.

Idea for Impact: Perception is Reality

Expectations color people’s perceptions, and satisfaction with any experience depends on their perceptions going into it.

What you make others think you’re offering them—your skills, your services, your products—profoundly affects their experience. The right expectations can alter anything from valueless to priceless.

However, as Dr. Johnson has warned, “we ought not to raise expectations which it is not in our power to satisfy.—It is more pleasing to see smoke brightening into flame, than flame sinking into smoke.”

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How to Improve Your Relationship

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We all want to have a healthy relationship. Sometimes we come across a scenario and are unsure if this is a “make it or break it” issue, or maybe there are other issues that need to be cleared up or improved. Whether married or in a new relationship there are some simple steps you can take to improve your relationship so that neither of you feels either “rushed” or “stuck” in your partnership.

Be the best you

The role of your partner is not to make you happy, but rather for the two of you to be mutual support for each other, to be the best you can be so you can become a better version of yourself. Yet we each like to be appreciated and speaking each other’s love language adds to the satisfaction felt in the relationship. This means showing your love and affection on significant dates.

Whether Valentine’s Day or a wedding anniversary, you can improve your relationship with a gift you know your beloved will appreciate. Even if you are not great with choosing gifts, there is a traditional anniversary gift list that can give you ideas from a framed photograph for your first anniversary represented by paper or a gold dipped rose for your 50th anniversary (or your 14th anniversary.) Your gift is a chance to celebrate the love and affection that you share each day.

Timescales

There is no rigid timescale for any relationship. You may meet, start dating immediately and be engaged in six months if you know yourself well enough to know what you want and don’t want; what works for you and what doesn’t. Simply put, the more you know yourself, the easier it will be to determine if a relationship is healthy and can be improved.

In contrast, waiting too long for relationship milestones can flag up a fear of commitment, which can be based on past hurts or other issues that need looking at. If the timing of relationship goals is different between the couple, there is a possibility now is not the right time for the couple to be together, since resolving past issues is critical so they don’t hurt the relationship in future.

Respect each other’s dignity

See your partner as an individual in their own right, and not simply with you to take care of your every wish. Honour each other’s history and unique story and ask questions of each other to find out something new. It can be easy for some people to see their partner as being in the relationship for their benefit, which kills a relationship over time.

Be considerate of your partner, honour their boundaries and be affectionate in a way you know they appreciate, from holding hands in public or going to bed together at the same time each night. This could as simple as deciding about your next monthly date night, whether you let her have her horror movie fix or instead share a new experience at a new local restaurant.

Keep your friendship

Within your romance, maintain your great friendship. It is your friendship that will weather all storms, being more important than physical attraction, personality matches, and shared values. Be grateful when they buy your favourite ice cream or clean your car and don’t see it as an expected duty.

Friendship is about being interdependent rather than independent or dependent and it is important to nurture that connection whilst maintaining our own unique identities within our coupledom. This means that you can tweak your schedule for dates that are important to them, leaving the gym earlier so you can see a movie premiere for example. Actively listen to what your partner is saying and if there is a challenging meeting coming up, make a note of the date and set a reminder for yourself so you can ask on the day how it went.

Have realistic expectations of each other. Accept that in relationships, mistakes will be made by both parties. Let go of old wounds and forgive mistakes that did not mean to cause hurt or harm. If you feel a bit stuck, talk with friends to resolve your feelings, they can also offer critical insights to help you on your way.

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Howard Gardner’s Five Minds for the Future // Books in Brief

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In Five Minds for the Future (2006,) developmental psychologist Howard Gardner argues that succeeding in a rapidly evolving world requires five proficiencies:

  • The Disciplinary Mind: “Individuals without one or more disciplines will not be able to succeed at any demanding workplace and will be restricted to menial tasks.”
  • The Synthesizing Mind: “Individuals without synthesizing capabilities will be overwhelmed by information and unable to make judicious decisions about personal or professional matters.”
  • The Creating Mind: “Individuals without creating capacities will be replaced by computers and will drive away those who have the creative spark.”
  • 'Five Minds for the Future' by Howard Gardner (ISBN 9781422145357) The Respectful Mind: “Individuals without respect will not be worthy of respect by others and will poison the workplace and the commons.”
  • The Ethical Mind: “Individuals without ethics will yield a world devoid of decent workers and responsible citizens: none of us will want to live on that desolate planet.”

Gardner is best known for his work on multiple intelligences—the theory that cast serious doubts about the simplistic concept of a “single” intelligence, measurable by something like IQ. Gardner’s notion that “there is more than one way to learn” has transformed education in the U.S. and around the world.

Recommendation: Speed-read Five Minds for the Future. Written through the lens of a skills-development policymaker, Gardner’s theses and prescriptions aren’t ground-breaking but make for thoughtful reflection. Complement with Gardner’s The Unschooled Mind (1991; summary.)

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How to Improve Your Career Prospects During the COVID-19 Crisis

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Now that the COVID-19 pandemic has plunged the world into despondency and uncertainty, it’s easy to worry about your career prospects, feel risk-averse, and become inert.

However, if you could look beyond the short-term challenges, now’s a good time to take on new skills, tend to your network, and accelerate your long-term career prospects.

Here’s how to take a bit of initiative and think creatively about your career during the current lockdown.

  1. Reflect upon your goals for your life and career. Think clearly through the steps you must take to realize your aspirations.
  2. State clearly your aims. If you want to earn more or get a better responsibility, speak to your boss about what it’ll take to secure a promotion.
  3. Seek specific feedback, but don’t just reflect on the past. Asking for feedback puts you—not your boss—in the driver’s seat. Ask lots of questions and decide what you could do to make a positive change.
  4. Redefine your goals at work. Identify worthwhile measures of success. Agree on targets that stretch but don’t strain.
  5. Work with your boss to find gaps in your experience. Find projects where you could develop and use those skills.
  6. How to Improve Your Career Prospects During the COVID-19 Crisis Don’t try to do everything. Prioritize. Ask yourself, “Where do my strengths lie?” Focusing on one or two areas could help you isolate and sharpen the necessary skills to move up.
  7. Seek out new opportunities. Be alert to points of diminishing returns on learning new skills.
  8. Take the lead on a project that others don’t find particularly interesting (see Theo Epstein’s 20 Percent Rule.) You could not only learn by way of broader experiences and gain confidence but also become more visible to management and situate yourself for a promotion.
  9. Offer to share responsibility. Take an interest in your colleagues’ work. You could win over grateful allies and open up new opportunities within your company.
  10. Reevaluate what’s essential. To the extent possible, divest yourself of the boring, time-wasting, frivolous, and worthless—anything that doesn’t “move the ball down the field.”
  11. Pursue side projects. Cultivating knowledge and trying out new skills during your free time is a definite path to career reinvention.
  12. Seek out mentors. Make the right contacts. Bear in mind, those who influence decisions may not necessarily be the ones at the top.
  13. Begin actively networking. It’s never late to put together a range of experts whose knowledge and experience you could tap into.

Idea for Impact: Mulling over how to improve yourself and enhance your career is a great shelter-in-place project. As President Dwight D. Eisenhower once declared, “Plans are useless but planning is indispensable.”

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Make ‘Em Thirsty; or, Master of the Art of the Pitch

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Sony’s Akio Morita, like Apple’s Steve Jobs, was a marketing genius. Morita’s hit parade included such iconic products as the first hand-held transistor radio and the Walkman portable audio cassette player.

Key to Morita’s success was his mastery of the art of the pitch. Morita pushed Sony to create consumer electronics for which no obvious need existed and then generated demand for them.

'Make Them Thirsty' / Master the Art of the Pitch: Example Coca-Cola Advertising The best marketing minds know how to create a customer—previously unaware of a problem or an opportunity, she becomes interested in considering the opportunity, and finally acts upon it.

Coca-Cola marketers are but creating a thirst by showing the fizzle a freshly poured glass in Coke ads. “Thirst asks nothing more,” indeed.

The marketing guru Seth Godin has said, “So many people are unhappy … what they have doesn’t make them unhappy. What they want does. And want is created by the marketers.” Recall the old parable,

A sales trainee was trying to explain his failure to close a single deal in his first week. “You know,” he said to his manager, “you can lead a horse to water, but you can’t make him drink.”

“Make him drink?” The manager sputtered. “Your job is to make him thirsty.”

Idea for Impact: Whether you realize this or not, you’re in marketing, as is everybody else. You’re constantly pitching your ideas, skills, time, appeal, charm, and so forth. Study the art of the pitch. Master the art of generating demand for whatever it is you have to offer. Learn to “make ’em thirsty.” Marketing is everything.

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It’s Probably Not as Bad as You Think: The 20-40-60 Rule

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The 20-40-60 Rule, believed to be written by humorist Will Rogers for his movie Life Begins at 40 (1935,) states,

When you are 20, you care about what everybody thinks of you.
When you are 40, you don’t care about what people think of you,
and when you are 60, you actually understand that people were too busy thinking about themselves.

In essence, don’t agonize about what other people are thinking about you. They’re perhaps busy worrying over what you’re thinking about them.

The 20-40-60 Rule became popular when venture capitalist Heidi Roizen cited it (incorrectly attributing it to the actress Shirley MacLaine) at a 2014 lecture at Stanford. First Round Capital’s Review has noted,

People have enormous capacity to beat themselves up over the smallest foibles—saying the wrong thing in a meeting, introducing someone using the wrong name. Weeks can be lost, important relationships avoided, productivity wasted, all because we’re afraid others are judging us. “If you find this happening to you, remember, no one is thinking about you as hard as you are thinking about yourself. So don’t let it all worry you so much.”

Idea for Impact: Don’t Beat Yourself Up Over Your Mistakes

Chances are, people around you aren’t nearly as critical of you as you are of yourself. No one’s going to remember or care about your mistakes, and neither should you.

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Why You’ll Work Better with Plenty of Breaks during This COVID-19 Lockdown

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Mix it Up; or, How to Beat Vigilance Decrement

In the mid-1940s, the British psychologist Norman Mackworth set about to investigate why, during World War II, the Royal Air Force’s radar and sonar operators would miss weak signals that could suggest submerged enemy vessels.

Mackworth was particularly interested in why this observed phenomenon was likely to happen more towards the end of the operators’ shifts.

The “Mackworth Clock” study established that after 30 minutes in an intense task, there was a deterioration of 10–15% in the accuracy of signal detection. Fatigue ensued, and blood flow to the brain decreased. This deterioration continued as the time on task increased. Mackworth also found that short breaks restored performance.

The Way Attention Works

Research on “vigilance” (that’s psychology-speak for attention) has demonstrated that attention is a limited resource. Most of us find it challenging to sustain constant attention to a single task for long periods, especially if the task were demanding, tedious, and boring. Students, for example, can’t concentrate and follow lectures for more a few minutes at a time. This notion of limited and waning attention is called “vigilance decrement.”

Sustained Vigilance Requires Hard Mental Work

Vigilance decrement also increases error rates and slows down reaction times, especially in tasks that need sustained attention—security personnel, surveillance-camera monitors, pilots and vehicle drivers, medical diagnostic screeners, students, and so on—even engineers who train self-driving cars.

How TSA Screeners Avoid Vigilance Decrement As with Mackworth’s study, vigilance decrement is most pronounced when monitoring screens and displays, often over periods as short as 10 or 15 minutes.

TSA screeners in America, for instance, continually rotate positions throughout their shift to avoid making mistakes and missing details—especially small but important details. They even rotate among different stations. Every TSA officer is trained in all the tasks on the floor, including x-ray screening, searching bags, validating tickets and passports, and conducting pat-down searches. TSA agents take frequent breaks, sometimes resting for 30 minutes every two or three hours.

Idea for Impact: To Beat Vigilance Decrement, Take Truly Restful Breaks

  • Rest well before undertaking a task that requires sustained attention. The airline industry has specific guidelines for duty, rest, and sleep requirements to combat the risks of fatigue in aircrews.
  • Hand over surveillance tasks as frequently as possible.
  • Mix ’em up. Try interleaving—instead of focusing on a single task, frequently switch between different ones.

During the current COVID-19 lockdown, you’ll work better with breaks. Mix up how you sequence your work. Avoid doing the same tasks in the same order each day.

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What Archimedes Can Teach About Creative Problem Solving

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The best solutions to problems sometimes come about suddenly and unexpectedly when people aren’t actively working on their issues.

Psychologists call this phenomenon “incubation”—a brief shift away from a problem that could trigger a flash of insight as if from no additional effort. [Incidentally, “incubation” is very much a term in vogue during the current epidemic.]

Abundant anecdotes evoke creative breakthroughs made when inventors took breaks from working on their problems after many failed attempts to solve them.

‘Eureka Moments’ happen all the time

What Archimedes Can Teach About Incubation and Creative Problem Solving Perhaps the best-known case in point of incubation is that of the ancient Greek polymath Archimedes.

It’s plausible that Archimedes realized that he could investigate the suspected adulteration of Hieron II’s votive crown (“corona” in Italian/Latin, incidentally) by weighing it in water. The legend doesn’t appear in any of Archimedes’s known works.

That Archimedes leaped out from the bath in which he purportedly got the idea and ran home unclothed is likely a popular embellishment. The Roman architect Vitruvius first mentioned this spin to the story some 200 years after the supposed event:

[Archimedes] happened to go to the bath, and on getting into a tub observed that the more his body sank into it, the more water ran out over the tub. As this pointed out the way to explain the case in question, he jumped out of the tub and rushed home naked, crying with a loud voice that he had found what he was seeking; for he as he ran he shouted repeatedly in Greek, “Heúrēka, heúrēka.” meaning “I have found (it,) I have found (it.)

Millennia later, the scientific world is replete with the exclamation. In fact, the prospectors of California’s gold rush were so keen on the expression that it has appeared on the state seal since 1849, becoming the state’s motto in 1963.

Eureka Moments: Incubation Period and Creativity

Idea for Impact: To overcome a mental block, take your mind off the problem

After a period of conscious work, if you’ve reached an impasse that is blocking (“fixation”) your awareness of the solution to a problem, set it aside.

Remove yourself from the task. Take your mind off the problem. Go for a run, play with your dog, play an instrument, indulge in your favorite video game, take a shower, or embark on some optimally distracting hobby.

Creativity involves putting old ideas together in new ways. Your mind may be shuffling information at all times, even when you’re not conscious of it. You may just hit upon a solution during either your time away or when you return to the problem after the incubation period.

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Five Where Only One is Needed: How Airbus Avoids Single Points of Failure

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In my case study of the Boeing 737 MAX aircraft’s anti-stall mechanism, I examined how relying on data from only one Angle-of-Attack (AoA) sensor caused two accidents and the aircraft’s consequent grounding.

A single point of failure is a system component, which, upon failure, renders the entire system unavailable, dysfunctional, or unreliable. In other words, if a bunch of things relies on one component within your system, and that component breaks, you are counting the time to a catastrophe.

Case Study: How Airbus Builds Multiple Redundancies to Minimize Single Points of Failure

As the Boeing 737 MAX disaster has emphasized, single points of failure in products, services, and processes may spell disaster for organizations that have not adequately identified and mitigated these critical risks. Reducing single points of failure requires a thorough knowledge of the vital systems and processes that an organization relies on to be successful.

How Airbus Avoids Single Points of Failure Since the dawn of flying, reliance on one sensor has been anathema.

The Airbus A380 aircraft, for example, features 100,000 different wires—that’s 470 km of cables weighing some 5700 kg. Airbus’s wiring includes double or triple redundancy to mitigate the risk of single points of failure caused by defect wiring (e.g., corrosion, chafing of isolation or loose contact) or cut wires (e.g., through particles intruding aircraft structure as in case of an engine burst.)

The Airbus fly-by-wire flight control system has quadruplex redundancy i.e., it has five flight control computers where only one computer is needed to fly the aircraft. Consequently, an Airbus aircraft can afford to lose four of these computers and still be flyable. Of the five flight control computers, three are primary computers and two are secondary (backup) computers. The primary and the secondary flight control computers use different processors, are designed and supplied by different vendors, feature different chips from different manufacturers, and have different software systems developed by different teams using different programming languages. All this redundancy reduces the probability of common hardware- and software-errors that could lead to system failure.

Redundancy is Expensive but Indispensable

The multiple redundant flight control computers continuously keep track of each other’s output. If one computer produces deviant results for some reason, the flight control system as a whole excludes the results from that aberrant computer in determining the appropriate actions for the flight controls.

How Airbus Avoids Single Points of Failure: Multiple Redundant Flight Control Computers By replicating critical sensors, computers, and actuators, Airbus provides for a “graceful degradation” state, where essential facilities remain available, allowing the pilot to fly and land the plane. If an Airbus loses all engine power, a ram air turbine can power the aircraft’s most critical systems, allowing the pilot to glide and land the plane (as happened with Air Transat Flight 236.)

Idea for Impact: Build redundancy to prevent system failure from the breakdown of a single component

When you devise a highly reliable system, identify potential single points of failure, and investigate how these risks and failure modes can be mitigated.

For every component of a product or a service you work on, identify single points of failure by asking, “If this component fails, does the rest of the system still work, and, more importantly, does it still do the function it is supposed to do?”

Add redundancy to the system so that failure of any component does not mean failure of the entire system.

If you can’t build redundancy into a system due to some physical or operational complexity, establish frequent inspections and maintenance to keep the system reliable.

Postscript: In people-management, make sure that no one person has sole custody of some critical institutional knowledge, creativity, reputation, or experience that makes him indispensable to the organization’s business continuity and its future performance. If he/she should leave, the organization suffers the loss of that valued standing and expertise. See my article about this notion of key-person dependency risk, the threat posed by an organization, or a team’s over-reliance on one or a few individuals.

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Here’s a prayer to help you deal with annoying people. Learn from the Stoics!