In “If the average person in the room isn’t smarter than you, you’re in the wrong room“, I asked
a huge part of success is getting involved with smart, successful, big-thinking people, thereby raising your standards and learning from their example. But … the problem is, what’s in it for them?
Talented folks are not talented in all arenas. Regardless of how successful a particular person may be at certain things (i.e. business, basketball, design), there isn’t a person that can be one of the best at everything. Keeping this in mind, people looking to learn from others in a particular field need to identify what skills/talents can be shared with the “experts,” so they value the exchange of time, ideas and talents.
and I agreed
Yes. And, because intellectual diversity (of thinking styles, backgrounds, etc.) is as vital to social/scientific progress as genetic diversity is to evolutionary adaptability, you can probably optimize your value to the people you want to interact with by cultivating those aspects of yourself that are most authentically you.
According to Bloomberg’s David Gauvey Herbert in “This Company Has Built a Profile on Every American Adult”
IDI, a year-old company in the so-called data-fusion business, is the first to centralize and weaponize all that information for its customers. The Boca Raton, Fla., company’s database service, idiCORE, combines public records with purchasing, demographic, and behavioral data. Chief Executive Officer Derek Dubner says the system isn’t waiting for requests from clients—it’s already built a profile on every American adult, including young people who wouldn’t be swept up in conventional databases, which only index transactions. “We have data on that 21-year-old who’s living at home with mom and dad,” he says.
The reports also include photos of cars taken by private companies using automated license plate readers—billions of snapshots tagged with GPS coordinates and time stamps to help PIs surveil people or bust alibis.
Users and industry analysts say the addition of purchasing and behavioral data to conventional data fusion outmatches rival systems in terms of capabilities—and creepiness. “The cloud never forgets, and imperfect pictures of you composed from your data profile are carefully filled in over time,” says Roger Kay, president of Endpoint Technologies Associates, a consulting firm. “We’re like bugs in amber, completely trapped in the web of our own data.”
“You may not know what you do on a regular basis, but I know,” Rambam says. “I know it’s Thursday, you haven’t eaten Chinese food in two weeks, and I know you’re due.”
See also “Surveillance vs. morality“.
According to Jonah Lehrer in his excellent “Accept Defeat: The Neuroscience of Screwing Up”
Dunbar found that most new scientific ideas emerged from lab meetings, those weekly sessions in which people publicly present their data. Interestingly, the most important element of the lab meeting wasn’t the presentation — it was the debate that followed. Dunbar observed that the skeptical (and sometimes heated) questions asked during a group session frequently triggered breakthroughs, as the scientists were forced to reconsider data they’d previously ignored. […] a single bracing query was enough to turn scientists into temporary outsiders, able to look anew at their own work.
[Discussion of two labs facing the same experimental problem, but one lab diverse, the other not.]
The diverse lab, in contrast, mulled the problem at a group meeting. […] “After another 10 minutes of talking, the protein problem was solved,” Dunbar says. “They made it look easy.”
When Dunbar reviewed the transcripts of the meeting, he found that the intellectual mix generated a distinct type of interaction in which the scientists were forced to rely on metaphors and analogies to express themselves. (That’s because [the diverse] lab lacked a specialized language that everyone could understand.) These abstractions proved essential for problem-solving, as they encouraged the scientists to reconsider their assumptions. Having to explain the problem to someone else forced them to think, if only for a moment, like an intellectual on the margins, filled with self-skepticism.
This is why other people are so helpful: They shock us out of our cognitive box. “I saw this happen all the time,” Dunbar says. “A scientist would be trying to describe their approach, and they’d be getting a little defensive, and then they’d get this quizzical look on their face. It was like they’d finally understood what was important.”
What turned out to be so important, of course, was the unexpected result, the experimental error that felt like a failure. The answer had been there all along — it was just obscured by the imperfect theory, rendered invisible by our small-minded brain. It’s not until we talk to a colleague or translate our idea into an analogy that we glimpse the meaning in our mistake.
According to Robert Cialdini
People want to be with the crowd. It tells them something not only about what’s appropriate, but what’s possible for them.
If we send people in San Diego a message saying the majority of your neighbors are conserving energy on a daily basis, that has more effect than telling them to do it for the environment or to be socially responsible citizens or to save money. If your neighbors are doing it, it means it’s feasible. It’s practicable. You can do it—people like you.
It was very important that we say “people in your neighborhood.” If we said “the majority of Americans,” that wasn’t effective. If we said “the majority of Californians,” that was more effective. If we said “the majority of San Diegans,” that was more effective. But the most effective was “the majority of your neighbors.” That’s how you decide what’s possible for you: what people in your circumstance are able to do.
According to John Farrell in “Solar Power is Contagious, Study Finds”
The study notes that for every 1 percent increase in the number of installations in a single ZIP code, there’s a commensurate 1 percent decrease in the amount of time until the next solar installation.
See also “If the average person in the room isn’t smarter than you, you’re in the wrong room.” and “Get out of that pickle barrel!” and “The 0-1-2 effect“.
One of the most popular bloggers in my part of the software industry, Electronic Design Automation (EDA), is Karen Bartleson. In an entry about the annual and influential EDP Workshop, she mentioned
A special part of EDP is the beach walks. There’s nothing like a refreshing walk with stimulating conversations among friends. It was during one of these walks that a colleague convinced me that global warming is real.
In a comment, I asked her to tell more about that experience, and she was kind enough to respond here that
My coworker and I took the beach walk during a break, and I think the venue was important. It brought to mind the environment (perhaps we saw trash on the beach) in a way that sitting inside a building couldn’t. My coworker spoke about global warming, and I spoke about the garbage island that floats in the Pacific and is larger than the size of Texas and growing. I mentioned that I wasn’t sure if global warming was caused by humans or if it was a natural change phenomenon. I hadn’t seen evidence first-hand of global warming caused by people. He asked me if I’d seen the garbage island first hand. I said “no”. He then countered with “if you believe in the garbage island that you’ve never seen, why don’t you believe in manmade global warming?”
Not exactly a mathematical proof, but it was enough for me.
Implicitly, I had asked Karen how she came to accept a scientific reality that her mind would rather have denied, and she didn’t flinch. I think her open, honest introspection was very gracious. We’re playing for big stakes on this issue, and there’s no time for vanity.
I owe her some honest introspection. In my case, I’ve never felt the urge to deny the reality of global warming, so for the reasons here, I conclude that I must have some motives to want to believe it. I’ll think more about what they might be.
It ought to be possible to delegate one’s votes.
Every election we bemoan the power of the non-voters, but looking at the ballot and the accompanying materials, I can hardly blame them.
The ballot, at least in California, is absurdly confusing, with candidates in random orders instead of party order, non-partisan offices, and a long list of intentionally misleading initiatives.
If the process were sincere, it would be possible to simply vote for a party and leave it at that. In California, we have 6 qualified political parties, enough to fit almost any likely political philosophy.
Another possibility would be to allow voting for a single candidate on the ballot, to whom you would delegate your other votes.