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In the Groove: Meta Mindsets

November 5, 2020 by Joycelyn Campbell Leave a Comment

Our brain looks out at the world through its own unique lens, which is called a mental model. The brain creates our mental model to quantify and qualify what’s normal in the world for us so it can determine the actions we should we take.

Our mental model is unconscious, so we can’t examine it directly to find out about it. We can only gain information from inference—by observing our actions in response to different situations and then reasoning backward a bit.

We do know our mental model consists of several different mindsets that operate together or separately under various sets of circumstances. A mindset is a set of ideas, beliefs, or attitudes with which we approach situations or through which we view them. Mindsets have something in common with habits since they tend to be habitual, which means they are mostly unconscious.

Some mindsets are:

  • Soldier vs. Scout
  • Be Good vs. Get Better
  • Productivity vs. Creativity

In all three examples, one mindset isn’t automatically better than the other. It would be great if we readily shifted between, say, Be Good (focused on mastering a skill or body of knowledge and demonstrating that skill) and Get Better (focused on continued improvement of skill or knowledge rather than on performance) based on the mindset that was most appropriate to the situation. Unfortunately, we don’t tend to do that. The brain likes certainty and ease and so it prefers to lean in one direction or the other.

In the Groove

Furthermore, leaning in one direction in one area generally leads to leaning in that same direction in other areas. So we’re more likely to find Soldier, Be Good, and Productivity mindsets clustered together in one person and Scout, Get Better, and Creativity mindsets clustered together in another. One mindset reinforces the others. That’s what makes shifting back and forth between them so much more difficult.

Other mental processes and ways of thinking also tend to lean in the direction of one cluster or the other. All this clustering results in what I call the Meta Mindset: an overarching perspective that influences not only our responses to the events and situations we encounter but also our general attitudes and our beliefs about what’s possible for us to do, be, have, or create.

The two Meta Mindsets are Experiment and Production. Here are some of their qualities and attributes:

The Production mindset is the default because it requires less System 2 attention. It’s easy for all of us to fall back on it. Indeed, it’s difficult for some of us to ever get out of it.

There are definitely occasions when Production mindset is necessary and desirable. But the situation between these two mindsets is akin to the situation between System 1 (the unconscious) and System 2 (consciousness). Because we operate on autopilot approximately 95% of the time, both System 1 and the Production mindset are dominant. System 2 and the Experiment mindset require conscious attention which is costly in terms of energy and is also less available.

But System 2 and the Experiment mindset are what make humans unique as a species. They are also essential to the process of transformational change and creating and enjoying a satisfying and meaningful life. So it’s important for us to use them to harness the power and direction of System 1 and the Production mindset. It’s an important part of learning how to use our brain instead of letting our brain use us.


Note: Like most things, Meta Mindsets aren’t completely black or white (at least not for everyone). I’m developing a tool where you’ll be able to rate yourself on a continuum for each of the 15 items listed above. I’ll link to it in a future blog post.

Filed Under: Brain, Choice, Creating, Curiosity, Distinctions, Mental Lens, Mind Tagged With: Experiment, Mental Model, Mindsets, System 1, System 2

Pandemic Pivot

September 27, 2020 by Joycelyn Campbell Leave a Comment

The Past: Some Context

We live in a vast country. We are people of different ages, different ethnicities, different genders, different levels of education and economic circumstances, different histories, different (or no) religions, different experiences, different beliefs, biases, and political leanings, and different personalities. And we are just one country among many different countries on this planet.

We humans have a need for other people (one of only six things we can genuinely call needs), and we desire to have a sense of belonging. So we identify ourselves with various others: maybe the citizens of the country where we live, but also with other groups, both large and small, including immediate and extended family, circles of friends, fellow-hobbyists, co-workers, spiritual or religious organizations, business associations, and political parties.

Sometimes our loyalty to the groups we identify with can lead to an attitude of tribalism: us vs. them (those others). It’s not a coincidence that tribal mentalities are strongest in wartime. Is it also possible that extreme tribalism promotes a wartime mentality? It’s a question worth asking for several reasons, one of which is that it doesn’t seem we can blame our Pleistocene-era brain for our tendencies toward either tribalism or violence—at least not directly.

It appears that our ancestors gravitated toward violence only after they transitioned away from a nomadic lifestyle to what is referred to as sedentism or sedentariness (the practice of living in one place for a long time). Their—and our—allegiance may be more to the territory we have staked out and less to the people we have staked it out with.

Here in the 21st Century, “territory” can have multiple meanings and associations, of course; it can be less geographic and more cultural, contextual, or even abstract. We are living in the digital age, as well as the nuclear age and the inter-connected age. That makes territoriality and tribalism more widespread and more dangerous than they have ever been—and a perfect breeding ground for the worldwide pandemic we’re experiencing now.

So this would be an excellent time to take a look around and acknowledge that there is only one tribe to be concerned about and that is the one we all belong to. This is certainly not a new or original thought, and it’s also clearly easier said than done. That doesn’t make the point less valid.

What makes the situation most pressing, even urgent, is that many of us are now quarantined, which means we are stuck in one place for a long time without knowing how long a time it will be.

The Present: A Plethora of Self-Soothing Advice

Remember the Eisenhower box? It’s that matrix with four quadrants:

  • #1: Urgent and Important
  • #2: Important but not Urgent
  • #3: Urgent but not Important
  • #4: not Urgent and not Important

Essentially, the purpose is to help us classify our to-do lists. According to its proponents:

What is important is seldom urgent, and what is urgent is seldom important.

The Eisenhower Box is widespread enough to have helped turn “urgent” into a dirty word. Could there be a link between our attitude toward urgency and our nearly pathological desire to avoid stress and so-called negativity?

The pandemic is, factually speaking, both urgent and important, so it falls into the first category. We don’t necessarily have a lot of experience dealing with such situations. And we’ve been sidelined, told to stay home if we can, for an indefinite period of time. Furthermore, we don’t know what the world is going to look or be like when we move back into it.

Responses to the situation vary: squirmy, angry, frustrated, worried, bored, depressed, content, etc. Some of us find ourselves with a lot more to do than before; others may be doing much less. But no matter our individual responses, the vast majority of advice being dispensed about how to cope encourages all of us to find calm, balance, and meaning (which hopefully are located within your home or at least on your property, since that’s about as far as you can go to look for them) and to treat yourself well.

Yes, these are trying times, disruptive times, uncertain times, in which we certainly do need to take care of ourselves. But this blanket focus on managing our feelings instead of solving the problems that contribute to them is absolutely not serving us. The world is in distress; bright-siding is not an appropriate response. Contrary to suggestions otherwise, lounging on the sofa watching Netflix is not actually contributing to saving the world.

If you’re OK, good for you. The more people who are OK, the better. But being OK is not an end, it’s a means.

These trying, disruptive, and uncertain times require something of and from us

The Future: Disturb the World

DREAM BIG

I’ve heard the optimistic belief expressed that we will somehow emerge from this better people in a better society. I have no expectation of a spontaneous occurrence of betterment. In fact, it’s more likely we will easily and quickly return to the situations and circumstances that led to this—or worse.

But I do believe we have the capacity to change that trajectory, or at least to begin the process—if we act intentionally and start now.

In order to do that, we need to use our imagination to generate a vision of what we want the world to be like, whether or not we have any idea how to make that vision a reality. We need a big, bold dream of a better world. We need a compelling vision we can share with others because it will take many people to create that kind of change. It will take many different kinds of people.

TAKE BABY STEPS

A big, bold vision generates creative tension. The bigger and bolder the vision (meaning the greater the difference between where we are now and where we want to be), the more creative tension is created. The more creative tension there is, the more dopamine is produced and the more motivated we are. Once we have a compelling vision of a desired outcome, we can begin to identify some objectives and then some actions we can take immediately. The best way to change the status quo is via repetition and perseverance—taking baby steps. Interestingly, taking action to make things better often has a side effect of making us feel better, but the reverse is seldom true.

As Serena Chan wrote in an article on complex adaptive systems:

Systems that are forced to explore their space of possibilities will create different structures and new patterns of relationships.

What new structures and patterns of relationships do you want to create for yourself? What do you want for the world? What can you contribute? What action can you take in that direction?

Filed Under: Choice, Clarity, Creating, Living, Uncertainty Tagged With: Disruption, Pandemic, Urgency, Vision

What’s Your End Game?

May 6, 2020 by Joycelyn Campbell 1 Comment

I recently came across an article written a few years ago in which the author, a small business owner, asked that question.

Focusing on the end game—both in life and in business—is a popular idea attributed primarily to Stephen Covey. The second of his 7 Habits of Highly Successful People is “begin with the end in mind.”

Covey at least incorporates the concepts of imagination and desired outcome into his advice. But while the author of the article in question quoted Covey’s second habit, he was squarely focused on objectives, not on desired outcomes.

I think this happens a lot because desired outcome is a slippery concept for many of us, given that it’s intangible and involves imagination. Objectives, which are far less abstract, are easier to identify and talk about. And, of course, objectives are absolutely essential for getting where you want to go. The problem is that if objectives are all you have, they can end up stripping all the joy and satisfaction from your life.

That’s because objectives are a means not an end.

Once you settle on an objective to aim for, you can determine the steps you need to take to reach it. But before you can decide on which objective to pursue, you have to identify your desired outcome.

An objective answers the question what (what do you hope to achieve, accomplish, or attain). Your desired outcome answers the question why or so what (what difference will achieving your objective make).

If you already have an objective in mind, ask yourself:

  • What do I really want?
  • How juicy is it?
  • What difference will it make?
  • What will it be or feel like? Try to paint at least a mental picture by describing it in detail and with feeling.
  • What change in the status quo am I hoping to achieve?

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.

In addition to being essential in creating transformational change and solving complex problems, the ability to identify your desired outcome is useful in everyday situations, such as responding to a social media post, accepting an invitation, choosing a book to read, or tackling your to-do list. It’s a truism because it’s true: it’s considerably easier to get what you want if you know what that is.

Filed Under: Clarity, Creating, Living Tagged With: desired outcomes, Objectives

Maximizer or Satisficer:
How Do You Choose?

November 29, 2019 by Joycelyn Campbell 3 Comments

I first stumbled across the word “satisficer” (had to look it up) in The Paradox of Choice by Barry Schwartz. In his book, he compares the way satisficers and those presumably on the other end of the spectrum—maximizers—go about making choices.

First, though, he claims that the two groups are defined by having different goals. Maximizers “seek and accept only the best,” while satisficers “settle for something that is good enough” without worrying that something else might be better.

Seeking and accepting only the best is not a goal, however; nor is settling for something that is good enough. Rather than being goals, seeking only the best and settling for good enough could be considered ways of operating, behaviors, attitudes, tendencies, or even drives. They play a part in how you go about trying to achieve a goal or accomplish something—and how you measure your success. But to call them goals entirely misses the point of what a goal (or objective) is. And that’s not inconsequential.

Maximizers Are Green

I’ve been revisiting this notion of satisficers and maximizers in light of a theory of personal operating systems I’m working on, as well as in terms of barriers to transformational change.

In regard to personal operating systems, of which there are three, I’m faced with another in a series of binary concepts. And once again, I don’t fit neatly at either end. Although I would generally and readily rank myself among the satisficers, there are areas in which I operate based on the high standards of the maximizers. The tyranny of the binary (I made that up, but it’s kind of a real thing) is probably a result of cognitive bias and the desire to oversimplify.

If the word didn’t already have sort of a definition associated with it, I would call the third way of operating “objectivizers,” meaning: deciding how to choose (what method to use) based on the objective—or, really, the desired outcome. It’s an accurate, if made up, way to describe it. And I’m not against making up words.

If you have been following the development of the personal operating systems, in general, those who have the teal operating system are most likely to be satisficers; those who have the green operating system are most likely to be maximizers; and those who have the purple operating system are most likely to be objectivizers.

What Works?

Maximizers, by striving to make the best choice—whether or not they can really be assured of having done so—are not focusing their attention on their objective or desired outcome as much as they are focusing it on the process and the end result of that process—getting “the best.” “The best” is an external frame of reference. It stands in, unsuccessfully, for a juicy desired outcome.

Schwartz points out how being a maximizer can lead to a lower level of satisfaction, for example, and a greater tendency toward rumination and regret. Satisficers appear to be happier than maximizers, but maybe they’re just in denial. I’m only partially joking. If satisficers really are all about “settling for good enough,” it doesn’t sound like they are focused on juicy desired outcomes any more than the maximizers are.

As a now self-identified objectivizer, I think I adopt the method of choosing that’s most likely to get me my desired outcome. The more focused I am on the desired outcome—and the more intentional I am about pursuing it—the more likely I am to shift between the maximizer-satisficer poles in order to hone in on it. That’s what works for me.

We all have tendencies to think in certain ways and act in certain ways; we all operate on autopilot much more of the time than we like to admit. But creating transformational change requires identifying a juicy desired outcome and pulling out all the stops to go after it rather than being attached to the way we prefer to operate.

Being a full-time maximizer won’t get you there, but neither will being a full-time satisficer.

Filed Under: Choice, Cognitive Biases, Creating, Finding What You Want, Mindset Tagged With: Choice, Maximizer, Satisficer, Transformation

Three Not-so-Little Words

September 30, 2019 by Joycelyn Campbell Leave a Comment

I’ve occasionally referred to myself, only partially in jest, as an anti-motivational speaker. I lead with the bad news because there’s so much bad-information-disguised-as-motivation out there. Following bad advice won’t lead to good results. It can keep you stuck or feeling even worse about yourself. So here’s the bad news—followed by some good (evidence-based) news—about aspiration, imagination, and transformation.

Aspiration

The bad news: You can’t be anything you want to be. While some limits may be self-imposed, not all of them are. Some things are simply outside your control. Fortune (good and bad), circumstances, genetics, and timing all play roles in the outcome of events. And you can’t count on vanquishing them with willpower.

The good news: You can be who you want to be. Aspiration is a long-term intention. It isn’t about being good at something; it’s about striving for and getting better at it. Although, it can be difficult to identify who you want to be, given that we’re seldom asked that question in life, it might be the most important question you will ever ask yourself. The answer creates the context for everything else.

Aspiration is itself a theory of change, and of how we become someone. — Agnes Callard

You can also develop a reliable sense of personal agency to help you determine where to focus your efforts and energy.

Imagination

The bad news: Just because you can imagine something doesn’t mean it’s possible. The fact that you can probably imagine (picture in your mind) a moon made of green cheese doesn’t mean such a thing exists or could exist. Imagination—creating mental images of things not currently present to the senses—is something our brains engage in automatically. However, it isn’t a magical superpower.

The good news: The intentional application of imagination can power your aspirations and ambitions. After all, it takes an act of imagination to step outside your “self” to visualize who you want to be and what you want to create or accomplish. Everyone has this capacity. If you’re unable to imagine something you want or want to pursue, it’s highly unlikely you will achieve it.

Imagination is what propels us forward as a species—it expands out worlds and brings us new ideas, inventions, and discoveries. —Valerie van Mulukom

Transformation

The bad news: There is no true self—good, perfect, untarnished—that you can discover or return to and actualize the potential of. (That isn’t transformation, anyway.) You are here, right where you are now, and you can’t be anywhere other than where you are. Sudden bursts of insight aren’t the same as transformation, either. Transformation is a process, one that requires time, effort, and energy and does not come with a guarantee. But it’s the uncertainty that allows for possibility. You can’t have one without the other.

The good news: Although you cannot be anywhere other than where you are right now, you can generate transformational change from wherever you are. You may be frustrated; you may want to change some things, or a lot of things, but you don’t have to fix yourself first. In fact, since you’re not broken, you can’t be fixed. Use your imagination to help you identify what you want: what you aspire to be or do or create. Then set out in that direction!

We lean into a future that is genuinely open. Human potentialities are not just assigned at the start but also created along life’s way. Instead of looking to the past, to that which is given though not-yet-fleshed out, one looks to the future, to that which may be, to that which is not-yet-fashioned and, in certain respects, not-yet-even-imaginable. —William Lowell Randall

Filed Under: Creating, Finding What You Want, Learning, Living Tagged With: Aspiration, Change, Imagination, Transformation

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