Critical Thinking

Cancel Culture has a Condescension Problem

February 28, 2022 By Nagesh Belludi 1 Comment

Cancel culture and wokism have allowed for overly politicized worldviews where people both on the left and on the right are quick to take offence. There is, at present, a strong instinct to censure, anathematize, ostracize, and insist upon punishment for people or perspectives that are deemed unacceptable. Acceptable expression is being forced into ever-smaller confines.

It’s not enough for each faction to point to the hypocrisy of the other. It’s also crucial for each to defend theirs—and the others’—right to say disagreeable and objectionable statements and subject them to empirical and logical assessment.

While we shouldn’t organize our worlds around the sensibilities of those who’re easily distressed, every person should have the right to decide his beliefs for himself, speak freely, and defend his views during civilized discourse. Intellectual inquiry can’t thrive if people can’t express themselves in good faith.

Idea for Impact: Cancel culture is to be kept within bounds if we are to preserve a free society. If we fail to stand up for the right to speech that we dislike, why retain the right for the speech we do like?

No, Reason Doesn’t Guide Your Politics

February 14, 2022 By Nagesh Belludi Leave a Comment

“The human mind is a story processor, not a logic processor,” observes the American political scientist Jonathan Haidt in The Righteous Mind: Why Good People Are Divided by Politics and Religion (2012,) a captivating voyage of discovery of the social psychology of politics and ethics. Haidt makes a compelling case for why reason and logic aren’t what people use to contend with problems and steer through to the right answers.

Most people’s politics tend to be ill-informed. People don’t engage in deep causal thinking about the consequences of their favored political positions. Information and analyses tend to provoke—not calm—their preconceived judgments.

Reason is Motivationally Inert

As the Scottish philosopher David Hume noted in his masterful Treatise on Human Nature (1739,) “Reason is, and ought only to be the slave of the passions, and can never pretend to any other office than to serve and obey them.”

Reason becomes subordinate to the passions that have come to life in people’s tribal allegiances and their confirmation bias. People are prone to making decisions derived from instinctive, emotional, and fast thinking of psychologist Daniel Kahneman’s “System 1,” not the slow, logical deliberations of “System 2.”

Most people feel good about sticking to their guns, even if they are wrong. They tend to read newspapers, periodicals, blogs, and social media feeds to settle ever more comfortably into their preexisting beliefs. They use their tribes’ “notice boards” not to reassess their established opinions but to have them validated, comforted, legitimized, and intensified.

On the rare occasion that they do converse with someone or read something they may disagree with, they don’t revaluate their judgments, let alone change their minds. They merely use reason as a weapon to discredit contrasting evidence, spot others’ flaws, and convince them that they are wrong. Consequently, reason doesn’t bind but drives differing people apart.

Idea for Impact: The Opinions You are Blind to Could Be Your Own

Be conscious of the internal conflicts brought on by your passions. Seek and assess the counterevidence. Incorporate these counterarguments and strengthen your positions.

When Exaggerations Cross the Line

January 22, 2022 By Nagesh Belludi Leave a Comment

Many myths and urban legends—even politicians’ infuriating rhetoric—aren’t wholly untrue. Rather, they’re exaggerations of claims rooted in a kernel of truth.

Yes, many of us don’t achieve our full intellectual potential. However, that doesn’t suggest that most people use only 10% of our brainpower.

Sure, men and women tend to differ somewhat in their communication styles. However, pop psychologists such as John Gray have taken this gender difference stereotype to an extreme, declaring “men are from Mars” and “women are from Venus.”

Idea for Impact: Exaggeration is part of human nature. Take care to not cross the line from harmless puffery to reckless overstatements.

Intellectual Inspiration Often Lies in the Overlap of Disparate Ideas

January 20, 2022 By Nagesh Belludi Leave a Comment

From David Chapman’s instructive essay ‘How to Think Real Good,’

Learn from fields very different from your own. They each have ways of thinking that can be useful at surprising times. Just learning to think like an anthropologist, a psychologist, and a philosopher will beneficially stretch your mind.

I’ve always been an admirer of the “Renaissance Man”—the notion that one should try to embrace multiple streams of knowledge and develop one’s own faculties as broadly as possible. An archaeologist who studies only material culture will think similar thoughts to a second archaeologist who studies only material culture. However, an archaeologist whose studies include anthropology, biology, geology, and metallurgy has the wherewithal to pursue her curiosity down disparate channels and synthesize multiple perspectives.

Idea for Impact: Dabble in multiple disciplines from time to time and try to understand the basic thinking model of each discipline. You’ll think more broadly, redefine problems outside of normal boundaries, and reach solutions anchored in a unique understanding of complex situations.

Many Creative People Think They Can Invent Best Working Solo

January 19, 2022 By Nagesh Belludi Leave a Comment

Apple co-founder Steve “Woz” Wozniak writes in his memoir, iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It (2006):

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone—best outside of corporate environments, best where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has ever been invented by committee… I’m going to give you some advice that might be hard to take. That advice is: Work alone.

Teams aren’t automatically better at creativity. In what’s termed “collaborative inhibition,” everyone needs to be happy, so team members talk and talk until they’ve reached a consensus on a decision which is usually the lowest common denominator—something tepid that everyone, worn out from the prolonged discussion, can endorse.

Idea for Impact: The best creative decisions often reflect a unique, opinionated perspective. Look for ways to increase organizational creativity by building better environments in which individual creativity can thrive.

Making Tough Decisions with Scant Data

January 18, 2022 By Nagesh Belludi Leave a Comment

Yesterday’s New York Times article highlights the complex tradeoff leaders must often make between indecision and acting on insufficient information:

The Omicron variant is pushing the CDC into issuing recommendations based on what once would have been considered insufficient evidence, amid growing public concern about how these guidelines affect the economy and education. CDC Director Dr. Rochelle Walensky has been commended for short-circuiting a laborious process and taking a pragmatic approach to manage a national emergency, saying she was right to move ahead even when the data was unclear and agency researchers remained unsure. The challenge now for Dr. Walensky is figuring out how to convey this message to the public: “The science is incomplete, and this is our best advice for now.”

The smartest people I know are the ones who understand that they don’t know—can’t know—everything. Yet, they’re ready to act on imperfect information, especially when being slow will be costly.

Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Knowing you’ll never know everything shouldn’t prevent you from acting. The ability to reason and reconsider your position on something is an integral part of rational thought.

Why Amazon Banned PowerPoint

December 23, 2021 By Nagesh Belludi Leave a Comment

One of the distinctive features of the Amazon management system is its use of the long-form to facilitate decision-making. Jeff Bezos has claimed that banning PowerPoint presentations—more specifically disallowing bullet points for sharing ideas—as Amazon’s “probably the smartest thing we ever did.”

Since June 2004, Bezos has forbidden bullet points and PowerPoint at a senior leadership level. Instead of presentations, teams are expected to iterate an approach to sharing information that involves writing memos of running copy, usually a “six-page, narratively-structured memo.” Meetings typically begin in silence as all participants sit and read the memo for up to half an hour before discussing the subject matter.

Ram Charan and Julia Yang’s The Amazon Management System (2019) reproduces the original email from Bezos explaining this dictum:

Well-structured, narrative text is what we’re after, rather than just text. If someone builds a list of bullet points in Word, that would be just as bad as PowerPoint.

The reason writing a good four-page memo is harder than ‘writing’ a 20-page PowerPoint is because the narrative structure of a good memo forces better thought and better understanding of what’s more important than what, and how things are related.

PowerPoint-style presentations somehow give permission to gloss over ideas, flatten out any sense of relative importance, and ignore the interconnectedness of ideas.

Using memos may seem counterintuitive in an age when communication is increasingly visual. However, long-form has a way of forcing rigor to think through ideas properly, reconcile viewpoints pro and con, iron out logical inconsistencies, and consider second-order consequences.

Bezos’s approach is brilliant not just because sentences and paragraphs enable a certain clarity in thought and exchange of ideas. It also inhibits some of the usual shortcomings of brainstorming meetings, viz., interruptions, biases that initiate groupthink, and the tendency to reward rhetorical ability over substance. Forcing all meeting attendees to read the memo in real-time prevents them from pretending to have read it before a meeting and then bluffing their way through the meeting.

Idea for Impact: Think complex, speak simple, decide better.

Bullet points and “decks” are often the least effective way of sharing ideas. Having a narrative structure allows you to clarify your thinking and provide a logical, sequenced argument to support your ideas.

Even the Best Need a Coach

November 22, 2021 By Nagesh Belludi Leave a Comment

As the saying goes, it’s what you learn after you know it all.

Top athletes rely on coaches to push their performance to new heights. Even Tiger Woods had a swing coach at the top of his game.

Many corporate executives seek out several advisors who help frame ideas for them and play a point of critical thinking. Former General Electric CEO Jack Welch worked with Ram Charan, the eminence grise of business advisors, for many years.

“It’s not how good you are now; it’s how good you’re going to be that really matters”

In a TED2017 speech, the American surgeon Atul Gawande—author of such well-received books as The Checklist Manifesto (2011)—emphasized how coaching helps individuals and teams execute better on the fundamentals:

Having a good coach to provide a more accurate picture of our reality, to instill positive habits of thinking, and to break our actions down and then help us build them back up again.

There are numerous problems in “making it on your own.” You don’t recognize the issues that are standing in your way—or, if you do, you don’t necessarily know how to fix them. And the result is that somewhere along the way, you stop improving.

That’s what great coaches do—they are your external eyes and ears, providing a more accurate picture of your reality. They’re good at recognizing the fundamentals. They’re breaking your actions down and then helping you build them back up again.

Sometimes you can be too close to things to see the truth.

Blind spots are less obvious when things are going well. It is very easy for you to become inward-looking, particularly when you’ve been very successful. However, these blind spots can become destructive when performance moves in the other direction.

A third-party, fresh-eye assessment is an obvious reality check. Coaching is a whole line of way that can bring value to what you do and excel at it.

If you’re successful and want to get better, you’ll need to look at your situation as an outsider might. Coaching can help you get perspective and see things in a more detached manner.

It’s Lonely at the Top

Executives need a valuable ally and a resource for professional growth. They hire coaches to help explore their strengths and vulnerabilities.

Coaches are also valuable allies in decision-making. Many executives find it helpful to talk important decisions over with a trusted coach—just the process of talking can help sort out and clarify thoughts and feelings. Not to mention how another person’s views may illumine aspects of a problem that you may have missed.

Besides, many a coach’s specific arena is one of interpersonal relationships, office politics, and corporate culture. To be effective in our work, you must be effective in building relationships with your bosses, subordinates, peers, and other organizational stakeholders such as customers and suppliers. Management and leadership are all about influence.

Idea for Impact: Coaching is how people get better at what they do

You too should consider a coach to look at things with a fresh eye, improve your performance, and help with interpersonal relationships in the workplace.

Let’s Hope She Gets Thrown in the Pokey

November 16, 2021 By Nagesh Belludi 1 Comment

The Elizabeth Holmes-Theranos criminal trial hasn’t been without its share of theatrics.

Yes, Holmes’s massive fraud is obvious. She entranced (read WSJ reporter John Carreyrou’s excellent chronicle, Bad Blood (2018; my summary)) journalists, investors, politicians, and business partners into believing her fantasy science. She may even be responsible for negligent homicide if people died because of her company’s fake test results.

Then again, these sorts of cases generally hang on subtle distinctions between hyperbole and outright dishonesty and whether such deceit was deliberate.

Holmes’s lawyers will argue that she was merely an ambitious entrepreneur who failed to realize her vision but wasn’t a fraudster. Her lawyers will make a case that she is not to be blamed because people took her puffery and exaggeration as factually accurate. At what point do her wishfulness and enthusiasm go from optimism to intentional fraud? That’ll be the critical question.

At any rate, the Theranos verdict is unlikely to deter others from the swagger, self-assurance, hustle, and the “fake it till you make it” ethos that is so endemic to start-up culture. Investors will never cease looking at people and ideas rather than the viability of their work.

Idea for Impact: Don’t be so swayed by story-telling that has a way of making people less objectively observant. Assemble the facts, and ask yourself what truth the facts bear out. Never let yourself be sidetracked by what you wish to believe.

Don’t Be Deceived by Others’ Success

November 15, 2021 By Nagesh Belludi Leave a Comment

Imitating successful competitors is a leading pathway to business innovation. Benchmarking can offer meaningful insights into comparative performance and help discover learnings for improvement. However, adopting others’ best practices can be surprisingly misleading and ineffective.

Four perception biases that come with benchmarking other companies can fail to make yours any better.

Many companies luck into success.

As I’ve noted before, you can’t reproduce others’ luck. Successful companies tend to significantly overvalue the effect of their leaders’ deliberate decisions on their performance and understate the role of chance—being at the right time, at the right place, with the right people. Alas, what worked in their circumstances may not work in yours.

The set-up-to-fail syndrome.

Benchmarking can be remarkably misleading when you make oversimplified comparisons to superstars who may not represent your situation. You could sink your business if you blindly copy celebrity leaders’playbooks in the wrong context, product, strategy, or market.

Companies that benchmark Apple and Steve Jobs and sidestep market research often disappoint themselves when their product launches fail. The leaders of these companies neither have Jobs’s brilliant intuition nor his extraordinarily talented creative team to build what customers want but didn’t know they wanted yet.

In the same way, companies that imitate the 20-70-10 “rank and yank” processes from Jack Welch’s playbook often fail to realize that several factors contributed to their success at General Electric. Welch had a robust organizational culture that insisted on regular and candid employee feedback and robust personnel processes for recognizing and developing the best talent within the company.

Corporate culture is a tricky business.

Your company’s culture—the prevailing way your people feel, think, behave, and relate to one another—cannot be changed easily. One industrial company aborted trying to imitate Google’s culture. This company couldn’t get its managers and employees to be more autonomous and innovative because the company’s and the industry’s ingrained culture did not lend itself to experimentation, risk-taking, and the celebration of fast failure.

Benchmarks look backward, not forwards.

In a competitive, ever so fast-changing world, what has succeeded in the past ten years may not necessarily do so in the next 10. The management guru Tom Peters once warned, “Benchmarking is stupid! Because we pick the current industry leader, and then we launch a five-year program, the goal of which is to be as good as whoever was best five years ago, five years from now.”

A strong focus on “quick wins” can turn out long-term losers.

Benchmarking can make short-term gains but have adverse long-term effects that may not manifest until many years later. By imitating an industry leader, a capital goods company decided to boost efficiency by outsourcing design to its suppliers. Years later, it discovered the debilitating effects of the loss of vital technical knowledge.

Idea for Impact: Best practices only add value when applied in the proper context

Applying best practices in the wrong context is a sure-fire way to hold your company back.

Pay attention to all ideas, mull them over, test what makes sense, adopt what works, and discard what doesn’t.

Sure, help yourself to great ideas wherever you can get them, but be mindful of the context. Try to understand how the top performers’ circumstances and culture may be causing their success. Think through the long-term consequences of any decision you take or any practice you adopt.

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Critical Thinking

Wondering what to read next?

Reason is Motivationally Inert

Idea for Impact: The Opinions You are Blind to Could Be Your Own

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Wondering what to read next?

Idea for Impact: Think complex, speak simple, decide better.

Wondering what to read next?

“It’s not how good you are now; it’s how good you’re going to be that really matters”

Sometimes you can be too close to things to see the truth.

It’s Lonely at the Top

Idea for Impact: Coaching is how people get better at what they do

Wondering what to read next?

Wondering what to read next?

Many companies luck into success.

The set-up-to-fail syndrome.

Corporate culture is a tricky business.

Benchmarks look backward, not forwards.

A strong focus on “quick wins” can turn out long-term losers.

Idea for Impact: Best practices only add value when applied in the proper context

Wondering what to read next?