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Objective Means to Subjective Ends

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An objective is…objective. It’s generally specific and quantifiable. A dictionary might define an objective as something you’re working toward, such as a goal or the completion of a project. You may or may not succeed in reaching the goal or completing the project, but you’ll know whether or not you achieved your objective.

One objective may be a single step in the process of completing a larger objective. Maybe you undertake to read a particular book in order to successfully complete a class that is part of your goal of obtaining some type of certification or qualification. You’ll know whether or not you finished reading the book, successfully completed the class, and obtained the certification.

But why are you working toward that certification? What aspects of your status quo are you aiming to change? The objective change is obvious: you will have the certification or qualification you didn’t have before. However, the subjective change—your desired outcome—is likely to be much less clearly defined, if even considered.

This isn’t to say you don’t have an explanation for why you want to do something—or at least why you think you want to do it. Explaining ourselves to ourselves comes naturally to humans. You may also be clear about the potential benefits of succeeding with your objective. But having good reasons and being aware of the benefits are not the same as identifying your desired outcome.

Why (to) Ask Why

You could be going on a job interview because you hope to get hired or because you’re thinking about quitting your current job and are testing the waters or because a relative hooked you up and you feel obligated…or…or…or. Those are some reasons you might have for keeping the appointment for that interview.

Assuming you hope to get hired, why? Maybe it’s simply to earn enough to pay your bills. Or maybe you want to move up into a more challenging or more prestigious position. You might be seeking a congenial group of co-workers to expand your circle of friends. Or you might want a calmer work environment with less stress than you now have. Or you’d like a more stimulating environment. It could be a combination of factors.

If you’re clear about what you hope will happen as a result of getting the job, you’ll be better able to evaluate whether or not to take it if it’s offered to you. At the interview itself, you’ll be able to ask more informed questions and pay attention to things that are relevant to your concerns. Knowing the desired outcome you’re looking for is pretty important since it increases your chances of getting it.

But if you accept the job offer without having identified your desired outcome, you set yourself up for the possibility of being disappointed. Maybe the money’s good and the work is interesting but you wouldn’t get to interact with very many other people—and it turns out the social aspect is really important to you. In fact, you realize you would be willing to earn less in exchange for having more interpersonal interaction.

Reality Check

In addition to changing jobs, we get into or out of relationships, take up hobbies, move from one part of the country to another, decide to go back to school (or drop out), sign up for a gym membership, start a diet, buy a complete new wardrobe—or a set of patio furniture or an expensive camera or a car. We not only fail to identify our desired outcome, we also fail to identify potential obstacles we’re likely to face along the path to getting it.

Included in the “Reality Check” exercise my clients complete when filling out a Goal Action Plan are these three questions.

  1. Imagine a positive vision (fantasy) of achieving your desired outcome and describe it. How will your status quo be changed?
  2. Describe your current reality in regard to your desired outcome.
  3. Compare your positive vision of success with your current reality.

It’s important to remember that if all you do is generate and focus on a positive vision of your desired outcome without doing anything else, you are less likely to be successful in achieving it because you will have tricked your brain into thinking you’ve already got it.

Answering all three questions is a form of mental contrasting that can help you see your situation more realistically and identify the obstacles to achieving your desired outcome. If you know the obstacles you’re likely to face, you can figure out how to deal with them ahead of time instead of being blind-sided by them. Or you may realize there’s an obstacle big enough to be a deal-breaker, at least for now.

When we perform mental contrasting, we gain energy to take action. And when we go on to specify the actions we intend to take as obstacles arise, we energize ourselves even further. —Gabriele Oettingen, Rethinking Positive Thinking

Evaluate and Motivate

The more clearly you can visualize your desired outcome the better you’ll be able to evaluate how likely it is that the action you’re contemplating is the best path to getting there. If it is, great! That clarity can be highly motivating. If it isn’t, that’s great, too, because you can change or revise your plan and save yourself the time, energy, and effort of going off on a wild goose chase.

The more time, energy, or effort it will take to attain your objective, the more imperative it is that you identify your desired outcome. The unconscious part of your brain is hooked on instant gratification, but changing the status quo tends to be gradual, mundane, repetitious, and tedious. Being able to remind yourself not only what you’re aiming for (the objective means) but also why it’s important to you (the subjective end) will go a long way to keeping you focused and on track.

Developing the habit of identifying your desired outcome is useful in all kinds of every-day situations, such as responding to a social media post, attending a staff meeting, choosing a book to read, or planning a vacation. It’s a truism because it’s true: it’s considerably easier to get what you want if you know what that is.

Adapted from a previous post, D Is for Desired Outcome.

Elementary, My Dear Watson*

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When you’re trying to solve a complex problem, determine a course of action, or evaluate others’ conclusions, you’ll need to engage logical System 2 reasoning, which is the opposite of System 1’s quick assessments.

I never guess. It is a shocking habit—destructive to the logical faculty. —Sherlock Holmes in The Sign of Four

It can be helpful to understand different types of reasoning, be able to identify the type—or types—of reasoning that are being applied in a given situation, and know how accurate each type is likely to be.

But recognizing and/or applying a reasoning process to your problem or evaluation process isn’t enough to guarantee that the outcome of that reasoning process will be sound or accurate. Skillful reasoning doesn’t compensate for faulty premises or missing or biased information.

The following descriptions (but not the examples) of deductive, inductive, and abductive reasoning were provided by Alina Bradford, writing in Live Science (livescience.com).

Deductive reasoning: conclusion guaranteed

Deductive reasoning is a basic form of valid reasoning. Deductive reasoning, or deduction, starts out with a general statement, or hypothesis, and examines the possibilities  to reach a specific, logical conclusion, according to the University of California. The scientific method uses deduction to test hypotheses and theories. “In deductive inference, we hold a theory and based on it we make a prediction of its consequences. That is, we predict what the observations should be if the theory were correct.  We go from the general—the theory—to the specific—the observations,” said Dr. Sylvia Wassertheil-Smoller, a researcher and professor emerita at Albert Einstein College of Medicine.

In deductive reasoning, if something is true of a class of things in general, it is also true for all members of that class. For example, “All men are mortal. Harold is a man. Therefore, Harold is mortal.” For deductive reasoning to be sound, the hypothesis must be correct. It is assumed that the premises, “All men are mortal” and “Harold is a man” are true. Therefore, the conclusion is logical and true.

Examples:

  • It is dangerous to drive on icy streets. The streets are icy now so it is dangerous to drive now.
  • All birds have feathers and robins are birds, so robins have feathers.
  • Elephants have cells in their bodies and all cells have DNA, so elephants have DNA.

[Caveat: Deductive inference conclusions are certain provided the premises are true. It’s possible to come to a logical conclusion even if the generalization is not true. If the generalization is wrong, the conclusion may be logical, but it may also be untrue. For example, the argument, “All bald men are grandfathers. Harold is bald. Therefore, Harold is a grandfather,” is valid logically but it is untrue because the original statement is false.]

Inductive reasoning: conclusion merely likely

Inductive reasoning is the opposite of deductive reasoning. Inductive reasoning makes broad generalizations from specific observations. “In inductive inference, we go from the specific to the general. We make many observations, discern a pattern, make a generalization, and infer an explanation or a theory,” Wassertheil-Smoller told Live Science. “In science there is a constant interplay between inductive inference (based on observations) and deductive inference (based on theory), until we get closer and closer to the ‘truth,’ which we can only approach but not ascertain with complete certainty.”

Even if all of the premises are true in a statement, inductive reasoning allows for the conclusion to be false. Here’s an example: “Harold is a grandfather. Harold is bald. Therefore, all grandfathers are bald.” The conclusion does not follow logically from the statements.

Examples:

  • John is a financial analyst. Individuals with professions in finance are very serious people. John is a very serious person.
  • Jennifer leaves for school at 7:00 a.m. and is on time. Jennifer assumes, then, that she will always be on time if she leaves at 7:00 a.m.
  • The water at the beach has always been about 75 degrees in July. It is July. The water will be about 75 degrees.
Abductive reasoning: taking your best shot

Another form of scientific reasoning that doesn’t fit in with inductive or deductive reasoning is abductive. Abductive reasoning usually starts with an incomplete set of observations and proceeds to the likeliest possible explanation for the group of observations (Critical Thinking Skills, Butte College). It is based on making and testing hypotheses using the best information available. It often entails making an educated guess after observing a phenomenon for which there is no clear explanation.

Abductive reasoning is useful for forming hypotheses to be tested. Abductive reasoning is often used by doctors who make a diagnosis based on test results and by jurors who make decisions based on the evidence presented to them.

Examples:

  • Given a particular set of symptoms, a medical doctor needs to determine the diagnosis that would best explain most of them.
  • Jurors have to decide whether the prosecution or the defense has the best explanation to cover all the points of evidence although additional evidence may exist that was not admitted in the case.

While using one of these three types of reasoning is a function of System 2 (conscious) cognition, evaluating them—and their results—is an example of metacognition, which is a higher order of System 2 cognition. Metacognition is a skill you can develop to help you think smarter and improve outcomes in all areas of your life.

I cannot live without brain-work. What else is there to live for? —Sherlock Holmes in The Sign of Four

*This quintessential Sherlock Holmes quote was never actually uttered in any of Conan Doyle’s stories about him.

You Can Call Me (Antisocial) Al

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Al was one of my substance abuse clients at the methadone clinic where I used to work. I knew he was a Type 5 because I managed to persuade every single one of my clients to complete an Enneagram questionnaire. With his shaved head (usually covered by a baseball cap) and multiple tattoos, Al was a little off-putting, appearance-wise. He had spent more than one stint in San Quentin where he joined an Aryan Brotherhood gang. As he—and several other ex-con clients—explained to me, you had to belong to some group in prison in order to survive. He never seemed very committed to the white supremacist thing, and being a 5, he certainly wasn’t part of any gang on the outside.

Somewhere along the way, Al had encountered a psychiatrist who diagnosed him as having Antisocial Personality Disorder. I’m not sure what the psychiatrist was thinking. Did he believe that because Al had committed antisocial acts, he must therefore have Antisocial Personality Disorder? I don’t know. And I wouldn’t have cared, except the doctor was so convincing Al took on the diagnosis as part of his identity. It was almost as if he introduced himself by extending his hand and his diagnosis, “Hi, I’m Al. I have Antisocial Personality Disorder.”

Meow!

The disconnect for me was that Al was unfailingly prompt for his counseling appointments and far more considerate of me than many of my less-sinister-appearing clients. He’d knock softly on my door and stick his head into my office after the client ahead of him had left. “I just wanted you to know I’m here,” he’d say. “Take your time. If you need a break, I’ll wait.”

He knew I was a big San Francisco 49ers fan when Steve Young was the quarterback (possibly because of the red jersey with the huge number 8 I wore to the clinic every game day). So when he came across a used set of 49ers sweats at a thrift store, he got them for me.

He once spent a few months in an East Bay correctional facility, during which he wrote me several droll letters. He also sent a card with a kitten in a wicker basket on the front. On the inside it said, “Just want you to know how much I miss you!” In pencil (the only writing implement allowed), he’d added, “I’m out before you can say ‘meow!’”

After months of weekly counseling sessions, I figured that if Al had a mental health diagnosis it was probably Avoidant Personality Disorder. Although I’ve never been in prison, joined a gang, gotten tattooed (something I’m still threatening to do), or committed any felonies, based on Enneagram type alone I’m a much better candidate to develop Antisocial Personality Disorder than he was.

Avoidant Al

Eventually, I pulled out the DSM IIIR (a version of the Diagnostic and Statistical Manual of Mental Disorders), and during one of our sessions we read through both diagnoses. It seemed clear to me he met the criteria for Avoidant Personality Disorder—which also fit with his Enneagram type—and he agreed.

To some extent, it was a matter of exchanging one label for another. What difference did it really make? Well, it was subtle at first, but once Al started to see himself in that different light, he began to open up more. He developed some insight into his behavior and especially into his feelings. Before I left the clinic, he got involved in a relationship with a woman who had a young daughter, and I saw him access the healthy side of Type 2, which is part of his triad. It was a wonder to behold.

The Enneagram gave me another lens to look at my clients through—ultimately one that was more humane and more useful than some of the other lenses through which they’d been seen.

Ready to Amp up Your Creativity?

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An article in 99U offered its readers 10 “creative rituals” used by various creative professionals, including writers, entrepreneurs, and designers. Of course, you don’t have to be a creative “professional” to be creative. Creativity is an approach to being in the world.

And, as the article’s author Sean Blanda says:

Sustained creativity doesn’t come from a flash of brilliance or a single afternoon of inspiration. It comes from a consistent routine that serves as the bedrock for getting things done.

There’s a difference between rituals, routines, and habits. Jack Kerouac touching the ground nine times before writing is a ritual. Writing every day is a habit. “Brainstorming at the bar” (item 9 below) is a routine. There’s value to be had from all of these suggestions, but some are more valuable than others. (Hint: Don’t miss #7.)

#1 Take a Quarterly Vacation

Venture capitalist Brad Feld says that taking a week off every three months with his wife is the most impactful thing he’s done. He leaves his computer at home and turns his smart phone over to his wife for the duration. While away from home, Feld reads, relaxes, sleeps, and generally enjoys himself, returning home refreshed.

Maybe taking four weeks of vacation a year is feasible for you, but even if it isn’t, the recommendation to take time away from your regular work and routines is a good one. The amount of time you spend away isn’t as important as getting away—and really disconnecting when you do.

#2 Hold a “Retrospective” After Projects

Harper Reed (former Obama campaign CTO) said his team relied on meeting at the end of each project to ask what the experience was like, what went right, and what went wrong. They didn’t wait till the end of the campaign to do it; they conducted many such meetings along the way. That allowed them to pay attention to feedback and adjust course.

It may be easier to hold a retrospective meeting with a team, but even if you work solo you can incorporate a reflective activity into your workflow. It’s difficult to identify what’s working and what’s not working if you don’t stop, even briefly, to assess. Another way of using this process is to stretch your thinking by asking those questions near the start of a project or goal from the perspective of having completed it.

#3 Write Every Day

Cheryl Strayed, author of Wild, is a professional writer who also uses writing “as a tool for self-discovery” when she’s trying to work through something or make a tough decision. She believes that “writing forces you to locate your clarity.”

I’m a big fan of developing a writing practice, but I think writing only leads to clarity if you use it deliberately and intentionally. As I wrote in W Is for Writing, “in order to get the best results, you need to be clear from the outset about what you want from your writing.”

#4 Create an “Interesting People Fund”

Writer and entrepreneur Ben Casnocha invests in an “interesting people fund,” which he describes as a pre-commitment strategy. He pre-commits both time and money to meeting interesting people to make it more likely that he’ll actually do it. As he says, it takes time to develop any kind of relationship.

I think that allocating resources (time and money) to cultivate relationships with interesting people can, over time, alter your mental model. You’ll be on the lookout for people who interest you and you’ll get into the habit of reaching out to them to make a connection on more than a superficial level. This may be more important in our high-speed, digitized lives than it has ever been!

#5 Keep “Tear Sheets” to Get Inspired

Designer Sarah Foelske gets stuck once in a while; that’s when she “visits her tear sheets.” (Tear sheets are pages clipped or torn from a newspaper or magazine that show a client’s ad.) She’s saved things she likes or that inspire her, including books, beautiful packaging, or pages from magazines. She finds that getting away from the project she’s working on and flipping through her tear sheets, even if for a few minutes, can spark new ideas.

This is really an inspiration file, so it could take almost any form, depending on what inspires you. There’s such an abundance of new brain and behavior information that my habit is to either bookmark or print copies of the articles that interest me to check out later. That may seem like research more than inspiration, but it’s really both. I often get new ideas from what I read and make new connections, which energizes me—and that, I think, is the point of an inspiration file.

#6 Nap Every Day

News anchor Pat Kiernan takes a nap. Every day. He says he’s “super protective” of his nap and keeps a hard line about it. “You have to learn how to say no.” He wants to be rested and healthy, so he has learned to resist the temptation to do everything he’s invited to do.

There’s a lot of research to support the benefit of daily napping, and I know several people who swear by it. But I confess that I’m not one of them. If a nap during the day recharges you, then take Kiernan’s advice to heart and treat nap time as you would any other important appointment on your calendar. If you’re intentional about making it a habit, you’ll find that much easier to do.

#7 Envision What You Will Be Remembered For

Rapha founder Simon Mottram writes “faux business pieces,” articles for Financial Times or Wall Street Journal as if the company had already accomplished their current goals. In one article, he described how Rapha had revolutionized the cycling market and was “leading more people to discover road racing as a lifestyle and a fundamental part of their lives.” He was very specific about what that looked like and how many customers the company had. Five years later, he says, the article pretty accurately described the company’s reality.

“Envision what you will be remembered for” doesn’t go far enough. This is an example of identifying and visualizing your desired outcome clearly and specifically enough to try it on for size—and to use as a benchmark to tell when you’ve gotten to where you wanted to go. The desired outcome is not the same thing as the goal. A good goal is S.M.A.R.T., but that’s not enough. You have to identify what’s going to be different afterward and what it’s going to feel like and look like—for you and for others. (Essentially, why do you want to achieve this goal or create this thing?) Taking the time to identify your desired outcome is a habit that pays spectacular dividends and one that you can incorporate into planning anything of any nature in any area of your life.

#8 Brainstorm at the Bar

Designer James Victore says he does his “think-work” at the bar and his “work-work” in his studio. He sketches on paper, usually in a bar or restaurant. His routine includes going to the park to write (longhand) for an hour or so in the morning and then taking his writing to the studio to work on. Afterward, he goes to a bar or restaurant, has a beer, and refines his idea or does some sketching. He uses his studio for “putting stuff together” rather than coming up with ideas.

I can relate to this one! I discovered that while I can do all kinds of work in my home office, one thing I cannot do there is any kind of long-range planning. I’d tried taking the planning to various coffee shops, but that wasn’t effective, partly because I don’t—and apparently don’t want to—equate coffee shops with work. But I discovered, almost by accident, that taking my planning materials to the nearby library allows me to get an amazing amount of work done in a relatively brief amount of time. So notice how your environments affect you and figure out which environment is the most effective for the task or process you’re working on. Develop a routine around what works rather than around what you think should work.

#9 Get Out of the Building

Garrison Keillor credits getting out into the “observable world”—as opposed to sitting and looking at a blank page—as providing him with “the start of something.” He recommends walking around with scrap paper and pen to take notes on what you see in the world. These observations and notes are valuable even if they don’t make it into your final work because “everything—everything—starts with the observable world.”

Your brain usually determines what you pay attention to, so you attend to things selectively. We all do. Check out The Invisible Gorilla video on YouTube for verification. Creating a practice of not just noticing what you notice (the usual suspects), but consciously directing your attention can definitely change your perspective. Tell your brain what kinds of things to look for and it will find them. It will also make connections and see patterns that might otherwise have been invisible.

#10 Engage in “Morphological Synthesis”—or Not

Artist and filmmaker Ze Frank uses morphological synthesis to segment his thinking process into parts. He says, “You take 4-5 adjectives or characteristics and then brainstorm in that direction.” He then “flips back and forth between extremes until something interesting comes out of it” and then repeats the process. He likes it because it “forces you to explore the outside boundaries of things.”

OK, that’s interesting, but what Frank also said in the same interview is that he makes something every single day. He said it’s the only design habit he has. “No matter what, I make something.” Developing the habit of making something every day is awesome. It doesn’t have to be big. It doesn’t have to be “successful.” It doesn’t have to be totally original. Just make something. If you’re a writer, write something. If you’re a cook or a chef, cook something. The result doesn’t need to be a tangible object, however. This is about creativity, after all. Create an idea or a concept. Make a new connection between ideas, objects, or people. Have some kind of impact.

I think this is a wonderful agenda to take on: what did I make today?

Think INside the Box

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The concept of thinking outside the box is a metaphor for thinking differently, unconventionally, or from a new perspective. It’s also a cliché about clichéd thinking. You can’t actually think outside the box, anyway, since you are constrained by the mental model your brain constructs and maintains for you. The mental model is the box, and you are always inside it. Contrary to some branches of popular thought, that’s not a bad thing.

Here’s a story that’s meant to illustrate thinking outside the box but that’s actually an excellent example of just the opposite—thinking inside the box.

Island of Safety*

On August 5, 1949, 15 firefighters and their foreman, Wag Dodge, were airlifted to Mann Gulch in Montana to extinguish what they thought would be a relatively small brush fire on one side of the gulch. They parachuted onto the opposite side of the gulch, joined one fire guard, and began descending with the wind at their backs.

Suddenly and unexpectedly, the wind reversed, and the fire jumped over to ignite the grass on their side. As the flames rapidly approached them, the men began to climb the slope to try to outrun the fire, pausing only to drop their heavy equipment.

But Dodge, the foreman, realized the fire was moving too quickly for that to work. He stopped and lit the grass in front of him with a match. The dry grass immediately caught fire and the wind blew the fire up the side of the gulch, away from him. That left a patch of charred ground Dodge crawled onto. When the advancing fire arrived, it flowed around and then away from his island of safety.

The other men misunderstood what he was doing and in spite of his exhortations for them to join him, continued up the slope. Only two, who had found shelter in a narrow crevice, survived.

Notice that it was the foreman who had the idea to fight fire with fire.

As the foreman, Dodge presumably had more experience and knowledge than the men he was supervising. The other firefighters not only didn’t come up with the idea, they also didn’t understand it when he showed it to them. The “box” Dodge was thinking inside was different from the boxes of the other men.

While you can’t escape thinking from inside your own box, you can continually remodel and expand it, thereby increasing your possibilities for original, innovative, and creative thinking.

Here’s another thinking-inside-the-box example.

WALL-E*

Andrew Stanton of Pixar Animation Studios was working on the screenplay for WALL-E, about the last robot left on a hopelessly polluted earth abandoned by humans. He was struggling with the design of WALL-E’s face, which he wanted to be both machinelike and expressive.

At a baseball game one day, he borrowed binoculars from someone sitting next to him. When he mistakenly turned them around so that the lenses were on the wrong side, he realized the binoculars looked like a face. After flexing the inner hinges several times to create different facial expressions, he decided WALL-E would look like a “binocular on a stem.”

Stanton had been writing and directing animated films for 20 years by the time he started working on WALL-E. He had already framed—and attempted to solve—the problem of WALL-E’s appearance before his binocular incident. And just as Wag Dodge did, he had a vast reservoir of experience and knowledge to draw upon.

The contents and the connections inside his box made it possible for him to come up with the solution.

The best things you can do for yourself to live a healthy (on every level) life also happen to be the best things you can do to expand your mental model: learn, move, create, challenge yourself; repeat.

*The two stories were drawn from The Eureka Factor by John Kounios and Mark Beeman.

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