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– What’s your position? The place of positioning theory within AI development

Positioning theory illuminates our understanding of rights, duties, expectations and vulnerabilities. It addresses the dynamics of power and control and is a potent tool for understanding the self, the individual in the context of others, relationships, and social institutions. It even transcends the distinction between people and objects and has profound implications for the development of artificial intelligence (AI).

Positioning and technology

It is already becoming apparent that any computer algorithm (whether or not it is based on AI) is not neutral with respect to position. An algorithm that scores my credit worthiness, for example, can have significant impact on my life even though it may be only using a small sample of indicators in making its judgment. These, for example, might include debts that I dispute and might exclude a long-term history of credit and trustworthiness. The algorithm takes its position from a particular set of indicators that constitutes ‘its world’ of understanding. However I might easily question that it has used a biased training set or is not looking at the right things, or that it is quite likely using that information in a misleading way. And like any set of metrics, they can be manipulated once you know the algorithm.

There are algorithms that are explicitly programmed into the software on various decision-making systems but when it comes to more advanced technology based on machine learning, it is also already apparent that we are building into our artificially intelligent devices all kinds of default positions without even realizing it. So, if an AI programme selects staff for interview on the basis of data across which it has run its machine learning algorithms, it will simply replicate biases that are deeply entrenched but that go unquestioned. For example it might build in biases against gender, race or many other factors that we might call into question if they were explicit.

Youtube Vide, Cathy O’Neil | Weapons of Math Destruction, PdF YouTube, June 2015, 12:15 minutes

As we develop artificial intelligences in all sorts of situations and in many different manifestations from credit rating algorithms to robots we can easily embed positions that that cause harm. Sometimes this will be unwittingly and sometimes it will be deliberate.

Where do you stand?

Are you sitting down? Maybe you are in London, or Paris or Malaga. And maybe it’s 4pm on Saturday 11th November 2017 where you are. So, that locates you (or rather me) in place and time. And in exactly the same way, you can also be ‘positioned’ with respect to your attitudes and opinions. Are you to ‘the right’ or to ‘the left’, for example.

Positioning theory can help you understand where you are, and it’s not just ‘left’ or ‘right’. Pretty well every word you say and every action you take, creates a ‘position’. Read on to see how you cannot avoid taking positions and how positions confer rights and responsibilities on you and others, reveal vulnerabilities and determine the power relationships between us. Even objects, both natural and the ones we create have positions, both in the sense of where they are located, but also in the way they affect your actions. Re-thinking the world from the point of view of positioning theory can be a revelation.

Part of the appeal of positioning theory is that it is easy to understand, and it is easy to understand because it builds on a basic psychological process that we use all the time. This is the process of navigating around a space.

Youtube Video, Spatial Navigation – Neil Burgess, Serious Science, December 2016, 12:41 minutes

Positioning theory can be applied to all sorts of things. It can be used between individuals to help understand each other and resolve differences. It can be used in organisations to help effect organisational change. It can be used by therapists to help families understand and adjust the way they think about the main influences in their lives, and help alter their circumstances. It can be used in international relations to help nations and cultures understand each other and resolve their differences. It can also be used manipulatively to sell you things you didn’t want and to restrict your freedom, even without you being consciously aware of it.

In one sense, positioning theory is such a simple idea that it can seem obvious. It can be thought of as ‘the position you take on a particular issue’. For example, you may take the position on animal rights, that an animal has the same right to live as a person. But positions need not be so grand or political. You might take the position that two sugars are too many to have in tea or that it’s better not to walk on the cracks between stones on the pavement. Even ascribing attributes to people or objects is to take a position. So to say that somebody is ‘kind’ or ‘annoyed’ is to take a position about how to interpret their behaviour.

What is common to positions is that they derive from some kind of evaluation within a context of beliefs and they can influence action (or at least the propensity for action). Label someone as ‘violent’ or ‘stupid’, for example, and you may easily affect other people’s behaviours with respect to that person, as well as your own. And, of course, if that person is aware of the label, they may well live up to it.

Despite being a simple concept, positions are so pervasive and integrated into thought, language, dialogue, actions and everyday life that it is only relatively recently (i.e. in the post-modern era from about the mid 20th century onwards) that ‘positioning theory’ has emerged and ‘positions’ have become identified as having explicit ‘identities’ in their own right. However, this understanding of positioning has had impact all the way across the social sciences.

Youtube Video, Rom Harré Positioning Theory Symposium Bruges, July 2015, 1:06:27 hours

If I take the position that ‘people should not be allowed to carry guns’, I am placing myself at a particular location on a line or scale, the other end of which is that ‘people should be allowed to carry guns’. The extremes of this scale might be ‘people should never under any circumstances be allowed to carry guns’ and ‘people should always under all circumstances be allowed to carry guns’.

Should not be allowed – – – – – – – – – – – – – – – – – Should be allowed
. . . . . . . . . . . . . . . . . . . . . . .^. . . . . . . . . . . . . .
. . . . . . . . . . . . A possible position . . . . . . . . . . . . . . .

Once you start to assess particular circumstances, then you are taking intermediate points along the scale. Thinking of positions as lines, or scales, along which you can locate yourself and others, and potentially travel from place to place, helps everybody understand where they are and where others are coming from.

Positioning the self

It can be argued that the notion of ‘the self’ is no more than the set of positions you take up, and that these positions define your identity in a psychological sense. You can imagine a long list of attitude scales with your position marked on each, and that the overall profile (where you are located on each scale) defines your unique identity. However, it’s not so simple. You are more than your attitudes. Your physical characteristics, your genetics, your background, your memories and experiences, your skills etc., will all influence your attitudes, but are distinct from them. Also, your attitudes are not fixed. They change over time and they change in response to circumstances.

Roles, the self, and identity

There is another closely related sense of ‘position’ that goes beyond your own opinions on particular issues. This is how others (and you) position yourself in society. This is looking at you from the outside in rather than the inside out.

A position is not just where you are located on some dimension but it also implies a set of rights, responsibilities and expectations. A child is in a different position to an adult. A doctor is in a different position to a teacher or a taxi driver. We have different expectation of them, accord them different privileges and hold them to account according to different criteria.

Work roles are often known as ‘positions’. You apply for a position. Roles, like that of teacher, policeman, nurse, supervisor, colleague, judge or dogsbody can be seen as sets of rights, duties and expectations that are externally validated – i.e. that are commonly agreed amongst people other than (and including) the occupier of the role. Roles like parent and friend also confer rights and responsibilities. When you position somebody as ‘a friend’ you confer on them the right to know more about you than other people do and the duty to act in your best interests.

BBC Radio 4, In Our Time: Friendship, March 2006, 41:42 minutes
http://www.bbc.co.uk/programmes/p003hyd3

Our relationships with different people position us in different ways. To one person we may be a pupil while to another a teacher, to one a benefactor while to another a dependent, to one a comedian while to another deadly serious. As we move in and out of different social situations these different facets to our identities come to the fore or recede. It is as if our bodies contain multiple versions of the self, each triggered by particular circumstances or situations.

When you position your own rights and duties you are helping to define your ‘self’. If you believe that it is your duty to help the homeless or volunteer for unpaid jobs in the community, you are defining yourself as a particular type of public-spirited person. If you believe that you have the ‘right’ to use fear and violence to control others and justify this in terms of your duty to your country then, like Hitler or Assad, you are again defining your ‘self’.

We can distinguish between the list of rights and duties that are self-defined and part is that defined by others. In childhood your role is largely defined by others – in the family, in school etc. As you move into adulthood you increasingly define your own positions. In principle, you have control over how you define yourself, but in practice it is very hard to do this independently of the expectations of others and how they position you. Significant mismatches between your own definitions, and those of others, creates tension and even more significant stresses occur when there is a mismatch between your own perceptions of yourself and what you feel they ought to be.

One or many selves?

Our naïve assumption is that we have just one identity in the same way as we have only one body (and even that is constantly being renewed such that ever cell in our bodies may be different from what it was a few years before). In fact, it is difficult to identify what remains constant over a lifetime.

Youtube Video, Personal Identity: Crash Course Philosophy #19, CrashCourse, June 2016, 8:32 minutes

But just as we can have multiple roles we simultaneously maintain multiple identities. You may, for example, find yourself carrying on some internal debate (an inner dialogue) when making a decision. Take a difficult decision, like buying a car, moving house or making a career move. It is as if each ‘self’ is arguing the case for each option. It adopts a particular position (or set of positions) then loosely keeps track of it’s pre-requisites and implications. It can then engage in dialogue with, and be influenced by, other positions

A: I want the red sports car
B: It’ll be expensive to run
A: But it would be worth it if …
C: What kind of fool are you wanting a sports car at your age

This suggests that, not only do you change in response to circumstances, constantly re-configuring your positions to adjust to various pressures and concerns, but opens the possibility that you are made up on many different ‘selves’ all vying to have their voices heard.

Youtube Video, What Causes The Voice In Your Head?, Thoughty2, August 2015, 6:57 minutes

And even those selves are not simply stored on the shelf waiting to be activated, but are constructed on the fly to meet the needs of a constant stream of changing circumstances and discussion with the other ‘selves’.

BBC Radio 4, The Human Zoo: The Improvising Mind, June 2015, 27:37 minutes
http://www.bbc.co.uk/programmes/b0608dvw

These selves are normally related to each other. They may be constructed from the same ‘materials’ but they can be seen as distinct and to make up the ‘society of minds’ as discussed in the blog posting ‘Policy regulates behaviour’ in the section ‘who is shouting the loudest’.

Maintaining consistency of the self

Normally we seek to be consistent across our positions and this provides some stability. We strive to be internally consistent in our own view of the world and form small systems of belief that are mutually self-supporting.

Some systems of belief are easy to maintain because they are closely tied to our observations about reality. If I believe it’s night-time then I will expect it to be dark-outside, the clock to read a certain time, certain people to be present or absent, particular programmes to be on TV or radio and so on. This belief system is easy to maintain because we can expect all the observable evidence to point in much the same direction.

Beliefs about the self, by contrast are rather more fragile but nevertheless still require consistency.

Without consistency there is no stability and without stability there is unpredictability and chaos.

You need to know where you are – your position, in order to function effectively and achieve your intentions (See Knowledge is Power to Control). Maintaining a consistent model of yourself is, therefore, something of a priority. This is why we spend a good deal of or mental energy spotting inconsistencies and anomalies in the positions we take and finding ways of correcting them.

Much of what drives us as individuals is the mismatch between how we position ourselves and how we believe others, and ourselves, position us in terms of our duties, rights and expectations. We are constantly monitoring and evaluating how our own feelings, thoughts and behaviours align, and how these align with what we believe other people feel, think and behave in relation to us. If somebody unexpectedly slights us (or gives us an unexpected gift) we cannot help looking for an explanation – i.e. aligning our own belief system with what we believe others are doing and thinking. This is not necessarily to say that we are very good at getting it right and there are a whole host of ways in which we achieve alignment on spurious grounds. These are cognitive biases and their discussion underpins much of what is written in these blog postings.

Youtube Video, Identity and Positioning Theory, rx scabin, January 2013, 7:56 minutes

Re-writing the self

The world is not a totally predictable place, and more so the people we encounter in our lives. As a consequence, we are constantly creating and re-writing the story-line of our own lives in the light of changes in how we position ourselves with respect to others, and how we want or feel we ought to be positioned (see ‘The Story of Your Life’).

Although inconsistency tends to create tension and a drive to minimise it, this is something of a thankless and never-ending task. However much we work at it, there is always a new interpretation that seems to be more satisfactory if we care to look for it. Either new ‘evidence’ appears that we need to account for or we may see a new way of looking at things that makes more sense than a previous interpretation.

In a classic experiment in psychology (Festinger et al 1959) students were given either $1 or $20 to lie to other students about how interesting a task was. They were then asked about their own attitude to the task. Contrary to what you might expect, the students who were paid only $1 to lie, had a more positive attitude to the task. Festinger explains this in terms of maintaining consistency between the lie and ones own attitude when not receiving sufficient payment to lie.

Youtube Video, Testing cognitive consistency, PSYC1030x Series – Introduction to Developmental, Social & Clinical Psychology, April 2017, 3:28 minutes

The blog post called ‘It’s like this’ introduced the work of the psychologists George Kelly who set out the theory of personal constructs. Kelly uses the notion of constructs to explain how people develop the way in which they ‘see’ the world. Kelly’s personal construct theory provides a more common-sense and accessible way of understanding some of the ideas of ‘constructivism’ than some of the later, more obscure post-modernist accounts based in linguistics. George Kelly developed his theory of ‘personal constructs’ way back in 1955 and explores this view of people as ‘personal scientists’, constantly trying to make sense of the world through observation, theory and experiment.

Youtube Video, PCP film 1 Personal Construct Psychology and Qualitative Grids, Harry Procter, September 2014, 28:53 minutes

In a volatile, uncertain, complex and ambiguous (VUCA) world (see: https://www.tothepointatwork.com/article/vuca-world/ ) it is impossible to keep up with aligning ones own positions with what we experience. This is true on the macro scale (the world at large) and in respect of every small detail (i.e. ‘positioning’ what even one other person thinks of you at any given moment).

Thankfully, to some extent, there is stability. Much of the world stays much the same from moment to moment and even from year to year. Stability means predictability, and when there is predictability we formulate routines and habits of thinking (e.g. Khaneman’s system 1 thinking). Routines of thought and behaviour require little mental effort to maintain. We are often reluctant to move away from established habits because apart from providing some degree of security and predictability, it takes effort to change. In the same way, there is inertia to changing ones position on some issue and we will tend to defend it, even in the face of strong evidence to the contrary.

This is particularly true in relation to the ‘self’. We don’t like to admit we are wrong to others or to ourselves. We don’t like to be accused of being inconsistent. The confirmation bias is particularly strong leading us to seek evidence in support of our view and ignore evidence that does not fit. If something happens that forces us to change our world view – we lose our job, a relationship ends, or we lose a court case – then the consequences can cause a great deal of psychological pain as we are forced to change positions on a wide range of issues, particularly those related to our own self-perception and evaluation of our self-worth.

Youtube Video, Cognitive dissonance (Dissonant & Justified), Brad Wray, April 2011,4:31 minutes

Where there isn’t stability, fortunately we can live with a great deal of ambiguity and uncertainty. Our tolerance of ambiguity and uncertainty enables us to hold some quite inconsistent, anomalous or hypocritical positions without being unduly concerns and indeed often without even being particularly aware of it. This is partly because our positions are not necessarily fixed or even known.

We can easily construct new positions, especially when we are trying to justify an emotional reaction to something. This is another example of trying to minimise dissonance and inconsistency but this time the difference we seek to minimise is between our emotional reaction and our reasoning mind. We have similar problems keeping our behaviours consistent with our emotions and thoughts.

We can construct positions ‘on the fly’ to suit circumstances and support the courses of action we want to take. We can post-rationalise to support courses of action we have taken in the past. We can toy with positions and say ‘what would it be like if’ I took such and such a position, just to see how we feel about it. In fact, each one of our multiple selves, so to speak, can construct quite elaborate scenarios in our ‘minds eye(s)’, together with related thoughts, plans and even feelings.

It is in the nature of the human condition that we ‘duck and dive’ and those that are best able to duck and dive tend to be those that can achieve their goals most successfully. Tolerance of ambiguity, and the ability to quickly evaluate and adjust to new circumstances and interpretations, is a great virtue from the point of view of survival.

Furthermore, our realities are socially constructed. We learn from others what to note and what to ignore. Our friends, families, organisations, the media and culture shape what we perceive, interpret and how we act in response. It is our social environment that largely determines the ‘positions’ that we see as being available and the ones that we choose for ourselves.

YouTube Video, positioning theory in systemic family therapy, CMNtraining, July 2015, 33:10 minutes

Positioning and epistemology

Although we strive for consistency between our beliefs and what we take to be external reality, in fact the relationship can be quire tenuous. You might, for example, take the position that you are a good driver. Then, one day you have an accident, but instead of changing your belief about yourself, you believe that it was the fault of another driver. A second accident is blamed on the weather. A third is put down to poor lighting on the road, and a fourth to road-works. You have now built up a mini system of beliefs about the factors that lead to accidents that could, more than likely and more easily, be explained by you being a poor driver. It is not until one day you are charged with careless driving, that you finally have to revise this somewhat fragile belief system.

Belief systems can be a bit like bubbles. They can grow larger as more supporting beliefs are brought in to sustain an original position. Then other beliefs must prop up the supporting beliefs and so on. If the original position had no support in reality the whole system will be fragile, eventually become unsustainable and burst leaving nothing in its place.

In contrast, belief systems that have a stronger foundation do not need propping up with other fragile positions. Each position can stand-alone and therefore can re-enforce others it is related to. This results in a stable belief system with mutually re-enforcing positions and even if one falls away, the rest of the structure will still stand.

Having said that, no belief system is invulnerable. Even the most ‘solid’ of belief systems such as Einsteinian physics came under attack from quantum mechanics. The way in which science progresses is not by gradual accumulation of ‘facts’ but, as Kuhn observed in 1963, is more to do with the eventual replacement of established paradigms by new ones, only once the old paradigm becomes completely unsustainable. This model probably also applies to the belief systems of individuals where established systems are clung to for as long as can be sustained.

As we move towards the development of artificial intelligence and robots it will be increasingly necessary to understand the logic and mathematics of belief systems.

Noah Friedkin (2017) has developed a mathematical model of how belief systems change in response to new evidence and illustrates this with how beliefs change amongst the US public as new evidence emerged in relation to the Iraq war. http://www.uvm.edu/~cdanfort/csc-reading-group/friedkin-science-2016.pdf

How will robots build their belief systems and change them in the light of evidence? This is one of the issues examined at www.robotethics.co.uk .

The naive theory of knowledge is that our knowledge and perceptions are simply a mirror of reality. However, the more we think about it the more we understand that what we take to be reality is very much a function of how we perceive and interpret it.

Some animals, for example, can detect frequencies of sound and light that people cannot detect – they literally live in a different world. In the same way, one person may ‘see’ or ‘interpret’ what they perceive very differently from another person. They are ‘sensitive’ to quite different features of the world. A skilled football player may see a foul or an offside, while to a non-player ignorant of the rules just sees the players aimlessly kicking a ball around. Also, we are highly selective in what we attend to. When we look at a clock, we see the time, but afterwards often cannot say whether the clock had numbers or marks, let alone the colour of the clock-face. In the post-modern view of the world, reality is ‘constructed’ from the meaning we actively seek and project onto it, rather than what we passively receive or record.

Positioning in relationships

The term ‘relationship’ can include personal relationships, work relationships, relationships between organisations, relationships between the citizen and the state, relationships between countries and many more. It can be easier to think in terms of personal relationships first and then go on to apply the principles to other types of relationship.

Relationships reveal an important characteristic of positioning. If I take one position, I may necessarily force you into another, whether you like it or not. So, if I take the position that you are ‘lazy’, for example, then you either have to agree or challenge that position. One way or another, ‘laziness’ has become a construct within our relationship and it is quite difficult to dismiss or ignore it, especially if you are frequently being labelled as ‘lazy’ at every opportunity. It is quite difficult to live with another person’s positioning of you that you do not agree with yourself. It is a kind of assault on your own judgement. We not only seek internal consistency but also consistency with others’ perceptions. Any dissonance or discrepancy will create some tension that motivates a desire to resolve it.

There is also a more subtle form of positioning. This is not necessarily positioning with respect to a particular issue but a more general sense in which you relate to a particular person, society in general, a job, or indeed more or less anything you care to think about. Are you close to or distant from it; behind it or ahead or it; on top of it or is it on top of you? Here positioning is being used as a metaphor for how you generally relate to something.

Youtube Video, Relationship Position – Metaphors with Andrew T. Austin, Andrew T. Austin, July 2012, 13:34 minutes

Another interesting idea, related to spatial positioning in relationships, is Lewin’s Force/Field Theory in which the forces ‘for’ and ‘again’ some change are assessed. If, for example, in some relationship there are some attracting forces and some repelling forces (an approach/avoidance conflict) then a party to the relationship may find some optimal distance between them where the forces balance. If the other party has a different optimal distance at any point in time, then we leave Lewin’s theory and are into negotiation.

Youtube Video, Lewin, headlessprofessor, November 2015, 5:35 minutes

Negotiation

In a relationship, one way of resolving a discrepancy is to argue the case. So I may argue that I am not lazy and support this by evidence – ‘look at all the things I do…’. Another way is to ‘live up to’ the positioning. So, if you describe me as ‘kind’, I may start to exhibit kinder behaviours, and if you position me as ‘lazy’ I may be more likely to stay on the couch. Both ‘arguing the case’ and ‘living up to’ can be seen as an attempt to resolve a positioning discrepancy – to seek consistency and to simplify.

However, people being intelligent as they are, can often predict or at least guess at each others positions, and can then use this knowledge to alter their own actual or declared positions. A positive use of this would be to act in a way that supports or cooperates with another person’s position. So, if I can guess that you would not want to go out to see some of our friends tonight, to save time or argument I might say that I don’t want to go out either, even if I would want to.

Sometimes this will involve negotiation. We may not want the same things but we may well be prepared to ‘trade’. A good trade is where both parties can change their position on something that costs little to them but gives a lot of value to the other. I might say ‘if we go out we can get a take-away’ on the way back, knowing that this will make the proposition more attractive to you.

Alternatively, I might exaggerate the extent to which I think going would be a good thing, knowing that we might then settle on going for a short time (which is what I really want). However, once we get into this type of ‘hidden’ positioning everything starts to get more complicated as we both try to out-guess what the other really wants. Trades are made considerably easier if both parties trust each other to be honest about their own costs and values. Negotiation will start to get difficult as soon as one or both parties hide information about cost and value in an attempt to seek advantage (e.g. by pretending that something is of no value to them when it is).

It is useful to distinguish between one’s ‘position’ and one’s ‘interest’. One’s position in a negotiation is what you say publicly to the other party, whereas one’s interest is often hidden. One’s interest can be thought about as the reason you hold a particular position. This reason may be ‘because I want to get the most for myself out of this transaction as possible’, and we often (sometimes unjustifiably) attribute this interest to the other party. But as often as not the reason may be quite different. It might even be that the other party wants you to gain as much as possible out of the transaction, but your natural suspicion precludes you seeing their genuine motive. Equally, the other person’s interest might be nothing to do with how much each gets out of it. You may not want to go out because it’s cold outside. If this ‘interest’ is revealed it can open up new solutions – ‘we can take the car’ (when the default assumption was that we would walk).

Youtube video, Interests and Positions in Negotiation – Noam Ebner with Vanessa Seyman, Noam Ebner, February 2015, 15:03 minutes

Although it is possible to hold hidden positions to seek advantage or manipulatively, much of what goes on in negotiation is more to do with understanding our own and an other’s interests. A lot of the time we only have vague ideas about where we stand in our interests and positions. We have even less information about where somebody else stands. We need to test possible positions as they apply to particular circumstances before we can make up our minds. I need to say ‘let’s go out tonight’ before I know how either you are I will actually feel about it, and as we debate the various factors that will influence the decision we may both sway around from one position to another, also taking the other’s reactions and uncertain interests and position into account, before settling on our own position, let alone a mutual one.

However, through the informal use of positioning theory in everyday life, we can identify and make explicit what the various dimensions are. We can reveal where each party places themselves and the other on these dimensions and where the differences lie. This takes an important step towards arriving at decisions that we can agree on.

Positioning, power and control

The rights and responsibilities that we confer on each other, and accept for ourselves, determine the power relationships between us. Studies of power amongst college students in the US suggest that power is granted to individuals by others rather than grabbed. Certain people are positioned by others to rise in the social hierarchy because they are seen to benefit a social group.

Youtube video, Social Science & Power Dynamics | UC Berkeley Executive Education, berkeleyexeced, May 2016, 3:43 minutes

Donald Trumps rise to power can be read within this framework as power granted by the manoeuvrings of the republican party in its candidate selection process and the growing group of economically disenfranchised workers in the US. Similarly, the rise to prominence of the UKIP party in the UK can be read as having followed a similar pattern.

In the power relationships between individuals, often very little is spelt out, and rights and duties between individuals can be in constant flux. In principle it is possible to formalise the positions of the parties in a relationship in a contract. Marriage is a high level contract, the terms of which have been ‘normalised’ by society, mainly in the interest of maintaining the stability and hence the predictability of the social structure. Many of the detailed terms are left undefined and are themselves a matter for negotiation, as the need arises, such that the structures holding the relationship between two individuals together can flex a great deal. Many of the terms are implied by social convention within the immediate culture and circumstances of the parties. Some terms may be explicitly discussed and negotiated, especially when one party feels there has been a breach on the part of the other party. As people and circumstances change, terms may be re-negotiated. It may take major, repeated or pro-longed imbalances or breaches of implied terms to break the ‘contract’.

For example, if your position is that I have a duty to supply you with your dinner when you come home from work, and I accept that you have a right to that position, then we have established a power relationship between us. If I do not cook your dinner one evening then your right has been breached and you may take the position that you have a right of redress. Perhaps it has created an obligation that I should do something that provides an equivalent value to you, and in that sense, I am in your debt. Or perhaps it gives you the right to complain. Alternatively, I may take the position that while you have that right in general, I have the right to a night off once in a while, and then we may be into a negotiation about how much notice I may be expected to give, how often and so on. The rights and duties with respect to cooking dinner will be just one of many terms in the implied contract between us. It may be that I accept your right to be provided with dinner on the basis that you pay for the food. And this is only the start. There may be a long and complicated list of implied terms, understood circumstances of breach and possible remedies to rectify breaches.

Ultimately, to maintain the relationship we must both expect to have a net benefit over the longer term. We may be prepared to concede positions in the short term either by negotiating for something else of immediate value, or the value may be deferred as a form of social ‘debt’ with the confidence and expectation that the books will be balanced one day. However, the precise balancing of the books doesn’t matter much so long as the relationship confers a net benefit.

Coercive, financial and other forms of power

Descriptions of power in terms of rights, duties, laws, and social norms refer to the type of power we are used to in democratic society. In some relationships the flexibility to change or negotiate a change in position is severely limited. An authoritarian state may maintain power using the police and the army. An authoritarian person, narcissist or psychopath will also demonstrate an inflexibility over positioning. The authoritarian state or individual may use coercive power. The narcissist and the psychopath may have difficulty in empathising with another person’s position.

Wealth also confers power. People and organisations can be paid to take up particular positions – both in the sense of jobs or in the sense of attitudes. Pay for a marketing campaign and you can change people’s positions on whether they will buy something or vote some way. In modern market-based societies, wealth is legitimised as an acceptable way of granting power to people and organisations that are seen to confer benefit on society. However, wealth can easily be used both subtilely and coercively to change people’s positions to align with value systems that are not their own.

Youtube video, How to understand power – Eric Liu, TED-Ed, November 2014, 7:01 minutes

Positioning in organisations

Just as important are the positions taken within an organisation and the various dilemmas and tensions that these reveal. For example, for most organisations there is a constant tension between quality and cost. Some parts of the organisation will be striving to keep costs down while others are striving to maintain quality. Exactly how this plays out, and how it matches to the demand in the market, may determine a products success or failure. The National Health Service (NHS) in the UK is a classic example of a publicly funded organisation that is in a constant struggle to maintain quality standards within cost constraints.

Different parts of the organisation will take different positions on the importance of various stakeholders. The board may be concerned about shareholder value, the management concerned to satisfy customers and the workers concerned for the welfare of the staff. The R&D department may be more concerned about innovation and the sales force more concerned about the success of the current product lines. Again, by making explicit the positions of each group, it is possible to identify differences, debate the trade-offs and more readily arrive at policies and actions that are agreed to serve their mutual interests. Where tensions cannot be resolved at lower levels in the organisation, they can become the concern of the executive (see ‘The Executive Function’).

Another type of positioning has an important role to play in organisations. A commercial company may spend a lot of effort identifying and maintaining its brand and market positioning. This is its position with respect to its competitors and it’s customers, and helps define its unique selling points (USPs).

Youtube Video, Marketing: Segmentation – Targeting – Positioning, tutor2u, April 2016, 4:08 minutes

‘Don’t ask for permission ask for forgiveness’ is a mantra chanted by people and companies that put a premium on innovation. How we each act is not only determined by what we can do. It is a matter of both what we can do and what we are permitted to do. We can be ‘permitted by others’ that confer on us the right to do it, and by the rights we confer on ourselves. If we seek forgiveness rather than permission we are conferring on ourselves the right to take risks then respond to the errors we make that cross the boundaries of the rights and duties other people confer on us.

We live in a competitive social world where we may have some choice over our trades in rights and duties. If I take the position that employer X is not paying me enough for the job I do, I can potential go to employer Y instead. However, there are costs and uncertainties in switching that make social systems relatively stable. The distribution of power is therefore constrained to some extent by the ‘free market’ in the trading of rights and duties.

Positioning in language and culture

Positioning can involve ascribing attributes to people (e.g. she is strong, he is kind etc.).

Every time you label something you are taking a position.

Linguistic labels can have a powerful influence within a culture because they can come heavily laden with expectations about rights and responsibilities. Ascribing the attribute ‘disabled’ or ‘migrant’, for example, may confer rights to benefits, and may confer a duty on others to help the vulnerable overcome their difficulties. Ascribing the attribute ‘female’, until relatively recently, assigned different legal rights and duties to the attribute ‘male’. However, the positioning can extend far beyond legal rights and duties to a whole range of less explicit rights and duties that can be instrumental in determining power relationships.

It is not always appreciated that the labels put on people, positions them to such an extent with respect to both explicit and implicit rights and duties, and it is easy to use labels without a full appreciation of the consequences. The labels we put on people are not isolated judgements or positions. Through leaned associations, they come in clusters. So to label somebody as ‘intelligent’ is also to imply that they are knowledgeable and reasonable. It even implies that there is a good chance that they will wear glasses. The label brings to mind a whole stereotype that may involve many detailed characteristics.

This is both useful and problematic. It is useful because it prepares us to expect certain things, and that saves us having to work out everything from detailed observation and first principles. It is a problem because no particular instance is likely to conform to the stereotype and there is a good chance that we will misinterpret their actions or intentions in particular situations. Particularly pernicious is when, through stereotyping, we position somebody along the dimensions ‘friend or foe’ (or ‘inferior – superior’) because of the numerous implications for the way in which we infer rights and duties from this, and hence how we behave in relation to them.

Particularly pernicious is when language is use to mislead. This is often the case in the language of politics and the language of advertising.

The terms used to describe a policy or product can create highly misleading expectations.

Youtube video, Language of Politics – Noam Chomsky, Serious Science, September 2014, 12:45 minutes

George Orwell in his book ‘1984’ understood only too well how language can be used to influence and constrain thought.

Youtube Video, George Orwell 1984 Newspeak, alawooz, June 2013, 23:08 minutes

Positions, rights and duties

Much of our conversation concerns categorising things and then either implicitly or explicitly ascribing rights and responsibilities. So we may gossip on the bus about whether a schoolmate is a bully, whether a person is having an affair or if someone is a good neighbour. In so doing we are making evaluations – or, in other words, taking positions.

The bully has no right to act as they do and confers on others the right to punish. Similarly, the person having an affair may be seen as neglecting a duty of fidelity and therefore also relinquishing rights. The good neighbour may be going beyond their duty and attracting the right of respect.

Between two individuals much discussion involves negotiation over rights and duties and what constitutes fair trade-offs, both in principle and in practice. If one person does something for another, an implicit principle of fairness through reciprocation, creates an obligation (a duty that can be deferred) to do something of equal value (but not necessarily at equal cost) in return. A perceived failure to perform a duty may create a storyline of victimisation in the mind of one party that the other party may be blissfully unaware of, unless conversation takes place to resolve it.

When you have a duty, it is generally to another person or organisation. Typically, you have a duty when you have the power to overcome another person’s vulnerability. So if a person is too short to reach something on a high shelf, and you are tall enough to reach it, people tend to believe that you have a duty to do so.

To claim a right is to admit a vulnerability and to assert that somebody with the power to address that vulnerability, will do so.

The right to a fair trial admits a vulnerability to the rushed judgement of the crowd (or the monarch), and confers a duty on the judicial system to protect you from this. The right to citizenship and healthcare admits to vulnerabilities with regard to security and health and confers a duty on the state to provide it.

Youtube video, What Are Rights? Duty & The Law | Philosophy Tube, Philosophy Tube, January 2016, 6:41 minutes

Positioning, ethics and morality

Psychologists Lawrence Kohlberg, in 1958, developed a test of moral reasoning and proposed a number of stages of development in being able to take moral positions. The higher the level the greater the ability to take into account a range of moral positions. A small child may focus on only one aspect of a moral problem. At later stages a person will take into account the positions of different interests – the family, the community, the law and so on. At stage 4 there is an understanding of social order. At stage 6 (a stage that very few people reach) a person is able to reason through a complete range of moral positions. Most adults operate at levels 3 or 4. Kohlberg methods have since been questioned and elaborated. One theory is that we act morally because of our emotional reactions to a situation and that moral reasoning is more of a social act when persuading other people. There are also cultural differences in the importance attributed to moral positions.

BBC Radio 4, Mind Changers: The Heinz Dilemma, September 2008, 27:32 minutes
http://www.bbc.co.uk/programmes/b008drfq#play

Positioning in international relations

International relations are nearly always set within the context of multiple parties. Even when considering Arab / Israeli or US/Mexico there is a context that involves many other parties and positions are held in the light of alignments with close ‘allies’. In fact the context can be quite entangled and confusing as in the case of Syria (involving the Syrian regime, the Syrian people, the Islamic State, the Russians and the US as well as many other factions let alone international groupings such as the United Nations and charities). Most importantly any government or regime may have to square its position on the international stage with it’s position within its own country. All these factors considerably reduce the flexibility of re-positioning, except when circumstances configure in such a way that there is a window of opportunity.

Examples of international conflicts can be found at:

http://foreignpolicy.com/2017/01/05/10-conflicts-to-watch-in-2017/

Often in international relations it is difficult to establish a parties true costs and true values because parties may hide or exaggerate these to seek a negotiation advantage. It is a matter of working out for each party where there is least rigidity on a set of relevant positions, defining small changes from one (set of) position to another and then working out how to present this change to different parties in terms of their own values, language and objectives.

Youtube video, Negotiations | Model Diplomacy, Council on Foreign Relations, November 2016, 4:57 minutes

It can be important to have a neutral or otherwise acceptable party present propositions or lead negotiations. In terms of how it will be received, the source of a communication can be more influential than the communication itself.

Separating out the underlying reality and logic of the positions from how they are presented and by whom is a first step in resolving conflict. However, throw in unpredictable factors, like a US president failing to follow any previous logic or process, and any such model can break down.

The hidden positions of designed objects and procedures

All artifacts contain embedded positions. So, a door handle embeds the position that it is ok to open the door and a microphone embeds the position that it is ok to record or amplify sound. Even more subtle, is that merely making one thing more readily available that another can embed a position. So, if there is a piano in a bar or a railway station, then it automatically raises the possibility that it may be ok to play it.

This characteristic of all objects and artifacts has a specific name within psychology. It is called ‘affordance’. The door handle affords opening and the piano in a public place affords playing.

Youtube video, Universal Design Principles 272 – Affordance, anna gustafsson, October 2014, 2:10 minutes

Looking at things from this point of view may be difficult to grasp but it has massive implications. These positions are, in one sense obvious, but in another they are difficult to see. They can be so obvious that they go unquestioned and are effectively hidden from scrutiny. They can easily be used to manipulate and exert power, without people being particularly aware of it.

There are several examples that apply to the design of procedures:

• A corporation, for example, may make it very easy for you to buy a service but difficult for you to discontinue it (e.g. subscriptions that automatically renew that require you to contact the right person with the right subscription information, both of which are hard to find, before you can cancel).
• A government may have you complete a long form and meet many requirements in order to claim benefits, while providing many small reasons for a benefit to be taken away.
• Another classic and more obvious example is how, in the UK, energy companies offer a range of time limited tariffs and switch you to a more expensive tariff at the end of the period, requiring you to make the effort to switch suppliers or pay substantially more (as much as 50% extra) for energy.

These subtle affordances are often just accepted or overlooked as just being ‘the way things work’, but when all one’s energy is taken up dealing with the trivia of everyday life, they turn out to be a powerful force that ‘keeps you in your place’ (whether or not they are deliberately designed to do so).

Positioning and narrative

An utterance in a conversation can mean entirely different things depending upon the context. So if I ask ‘Did you pass the paper?’ I will mean quite different things if I am referring to an incident where somebody left a newspaper on a train, to if we had been talking about a recent exam, to if we had been talking about a paper being considered by a committee.

The storyline is different in each case and the position I take in asking the question may also be different. My question may be simple curiosity, the expression of a hope or may determine my intention to act in a particular way, also depending on the context or storyline. In fact, my position will probably be unclear unless I explain it. It is more than likely that you will interpret it one way, in accordance with your theory about what’s going on, while I mean it a different way, according to my own. Furthermore we may never realise it and be quite surprised should we compare our accounts of the conversation at a later date.

Youtube Video, Positioning Theory, ScienceEdResearch, July 2017, 6:02 minutes

By contrast, the blog post called ‘It’s like this’ notes how ‘the single story’ (a fixed and commonly held interpretation or position) can trap whole groups of people into a particular way in which others see them and how they themselves see the world. One way or another ‘position’ has a powerful influence.

Positioning theory integrates

This tour around the many applications of ‘positioning theory’ shows how it integrates many of the concepts being put forward in this series of blog postings. It is a powerful tool for understanding the individual, the individual in the context of others, social institutions in relation to each other and institutions in relation to the individual. In its relation to rights and duties it addresses some of the dynamics of power and control. It even transcends the distinction between people and objects, and has profound implications for the development of artificial intelligence.

– Can we trust blockchain in an era of post truth?

Post Truth and Trust

The term ‘post truth’ implies that there was once a time when the ‘truth’ was apparent or easy to establish. We can question whether such a time ever existed, and indeed the ‘truth’, even in science, is constantly changing as new discoveries are made. ‘Truth’, ‘Reality’ and ‘History’, it seems, are constantly being re-constructed to meet the needs of the moment. Philosophers have written extensively about the nature of truth and this is an entire branch of philosophy called ‘epistemology’. Indeed my own series of blogs starts with a posting called ‘It’s Like This’ that considers the foundation of our beliefs.

Nevertheless there is something behind the notion of ‘post truth’. It arises out of the large-scale manufacture and distribution of false news and information made possible by the internet and facilitated by the widespread use of social media. This combines with a disillusionment in relation to almost all types of authority including politicians, media, doctors, pharmaceutical companies, lawyers and the operation of law generally, global corporations, and almost any other centralised institution you care to think of. In a volatile, uncertain, changing and ambiguous world who or what is left that we can trust?

YouTube Video, Astroturf and manipulation of media messages | Sharyl Attkisson | TEDxUniversityofNevada, TEDx Talks, February 2015, 10:26 minutes

All this may have contributed to the popularism that has led to Brexit and Trump and can be said to threaten our systems of democracy. However, to paraphrase Churchill’s famous remark ‘democracy is the worst form of Government, except for all the others’. But, does the new generation of distributed and decentralising technologies provide a new model in which any citizen can transact with any other citizen, on any terms of their choosing, bypassing all systems of state regulation, whether they be democratic or not. Will democracy become redundant once power is fully devolved to the individual and individuals become fully accountable for their every action?

Trust is the crucial notion that underlies belief. We believe who we trust and we put our trust in the things we believe in. However, in a world where we experience so many differing and conflicting viewpoints, and we no longer unquestioningly accept any one authority, it becomes increasingly difficult to know what to trust and what to believe.

To trust something is to put your faith in it without necessarily having good evidence that it is worthy of trust. If I could be sure that you could deliver on a promise then I would not need to trust you. In religion, you put your trust in God on faith alone. You forsake the need for evidence altogether, or at least, your appeal is not to the sort of evidence that would stand up to scientific scrutiny or in a court of law.

Blockchain to the rescue

Blockchain is a decentralised technology for recording and validating transactions. It relies on computer networks to widely duplicate and cross-validate records. Records are visible to everybody providing total transparency. Like the internet it is highly distributed and resilient. It is a disruptive technology that has the potential to decentralise almost every transactional aspect of everyday life and replace third parties and central authorities.

YouTube Video, Block chain technology, GO-Science, January 2016, 5:14 minutes

Blockchain is often described as a ‘technology of trust’, but its relationship to trust is more subtle than first appears. Whilst Blockchain promises to solve the problem of trust, in a twist of irony, it does this by creating a kind of guarantee, and by creating the guarantee you no longer have to be concerned about trusting another party to a transaction because what you can trust is the Blockchain record of what you agreed. You can trust this record, because, once you understand how it works, it becomes apparent that the record is secure and cannot be changed, corrupted, denied or mis-represented.

Youtube Video, Blockchain 101 – A Visual Demo, Anders Brownworth, November 2016, 17:49 minutes

It has been argued that Blockchain is the next revolution in the internet, and indeed, is what the internet should have been based on all along. If, for example, we could trace the providence of every posting on Facebook, then, in principle, we would be able to determine its true source. There would no longer be doubt about whether or not the Russian’s hacked into the Democratic party computer systems because all access would be held in a publicly available, widely distributed, indelible record.

However, the words ‘in principle’ are crucial and gloss over the reality that Blockchain is just one of many building-blocks towards the guarantee of trustworthiness. What if the Russians paid a third-party in untraceable cash to hack into records or to create false news stories? What if A and B carry out a transaction but unknowing to A, B has stolen C’s identity? What if there are some transactions that are off the Blockchain record (e.g. the subsequent sale of an asset) – how do they get reconciled with what is on the record? What if somebody one day creates a method of bringing all computers to a halt or erasing all electronic records? What if somebody creates a method by which the provenance captured in a Blockchain record were so convoluted, complex and circular that it was impossible to resolve however much computing power was thrown at it?

I am not saying that Blockchain is no good. It seems to be an essential underlying component in the complicated world of trusting relationships. It can form the basis on which almost every aspect of life from communication, to finance, to law and to production can be distributed, potentially creating a fairer and more equitable world.

YouTube Video, The four pillars of a decentralized society | Johann Gevers | TEDxZug, TEDx Talks, July 2014, 16:12 minutes

Also, many organisations are working hard to try and validate what politicians and others say in public. These are worthy organisations and deserve our support. Here are just a couple:

Full Fact is an independent charity that, for example, checks the facts behind what politicians and other say on TV programmes like BBC Question Time. See: https://fullfact.org. You can donate to the charity at: https://fullfact.org/donate/

More or Less is a BBC Radio programme (over 300 episodes) that checks behind purported facts of all sorts (from political claims to ‘facts’ that we all take for granted without questioning them). http://www.bbc.co.uk/programmes/p00msxfl/episodes/player

However, even if ‘the facts’ can be reasonably established, there are two perspectives that undermine what may seem like a definitive answer to the question of trust. These are the perspectives of constructivism and intent.

Constructivism, intent, and the question of trust

From a constructivist perspective it is impossible to put a definitive meaning on any data. Meaning will always be an interpretation. You only need to look at what happens in a court of law to understand this. Whatever the evidence, however robust it is, it is always possible to argue that it can be interpreted in a different way. There is always another ‘take’ on it. The prosecution and the defence may present an entirely different interpretation of much the same evidence. As Tony Benn once said, ‘one man’s terrorist is another man’s freedom fighter’. It all depends on the perspective you take. Even a financial transaction can be read a different ways. While it’s existence may not be in dispute, it may be claimed that it took place as a result of coercion or error rather than freely entered into. The meaning of the data is not an attribute of the data itself. It is at least, in part, at attribute of the perceiver.

Furthermore, whatever is recorded in the data, it is impossible to be sure of the intent of the parties. Intent is subjective. It is sealed in the minds of the actors and inevitably has to be taken on trust. I may transfer the ownership of something to you knowing that it will harm you (for example a house or a car that, unknown to you, is unsafe or has unsustainable running costs). On the face of it the act may look benevolent whereas, in fact, the intent is to do harm (or vice versa).

Whilst for the most part we can take transactions at their face value, and it hardly makes sense to do anything else, the trust between the parties extends beyond the raw existence of the record of the transaction, and always will. This is not necessarily any different when an authority or intermediary is involved, although the presence of a third-party may have subtle effects on the nature of the trust between the parties.

Lastly, there is the pragmatic matter of adjudication and enforcement in the case of breaches to a contract. For instantaneous financial transactions there may be little possibility of breach in terms of delivery (i.e. the electronic payments are effected immediately and irrevocably). For other forms of contract though, the situation is not very different from non-Blockchain transactions. Although we may be able to put anything we like in a Blockchain contract – we could, for example, appoint a mutual friend as the adjudicator over a relationship contract, and empower family members to enforce it, we will still need the system of appeals and an enforcer of last resort.

I am not saying is that Blockchain is unnecessarily or unworkable, but I am saying that it is not the whole story and we need to maintain a healthy scepticism about everything. Nothing is certain.


Further Viewing

Psychological experiments in Trust. Trust is more situational than we normally think. Whether we trust somebody often depends on situational cues such as appearance and mannerisms. Some cues are to do with how similar one persona feels to another. Cues can be used to ascribe moral intent to robots and other artificial agents.

YouTube Video, David DeSteno: “The Truth About Trust” | Talks at Google, Talks at Google, February 2014, 54:36 minutes


Trust is a dynamic process involving vulnerability and forgiveness and sometimes needs to be re-built.

YouTube Video, The Psychology of Trust | Anne Böckler-Raettig | TEDxFrankfurt, TEDx Talks, January 2017, 14:26 minutes


More than half the world lives in societies that document identity, financial transactions and asset ownership, but about 3 billion people do not have the advantages that the ability to prove identity and asset ownership confers. Blockchain and other distributed technologies can provide mechanisms that can directly service the documentation, reputational, transactional and contractual needs of everybody, without the intervention of nation states or other third parties.

YouTube Video, The future will be decentralized | Charles Hoskinson | TEDxBermuda, TEDx Talks, December 2014, 13:35 minutes

– Ways of knowing (HOS 4)

How do we know what we know?

This article considers:

(1) the ways we come to believe what we think we know

(2) the many issues with the validation of our beliefs

(3) the implications for building artificial intelligence and robots based on the human operating system.


I recently came across a video (on the site http://www.theoryofknowledge.net) that identified the following ‘ways of knowing’:

  • Sensory perception
  • Memory
  • Intuition
  • Reason
  • Emotion
  • Imagination
  • Faith
  • Language

This list is mainly about mechanisms or processes by which an individual acquires knowledge. It could be supplemented by other processes, for example, ‘meditation’, ‘science’ or ‘history’, each of which provides its own set of approaches to generating new knowledge for both the individual and society as a whole. There are many difference ways in which we come to formulate beliefs and understand the world.

Youtube Video, TOK Ways of Knowing EXPLAINED | Theory of Knowledge Advice, Ivy Lilia, October 2018, 6:16 minutes


In the spirit of working towards a description of the ‘human operating system’, it is interesting to consider how a robot or other Artificial Intelligence (AI), that was ‘running’ the human operating system, would draw on its knowledge and beliefs in order to solve a problem (e.g. resolve some inconsistency in its beliefs). This forces us to operationalize the process and define the control mechanism more precisely. I will work through the above list of ‘ways of knowing’ and illustrate how each might be used.


Let’s say that the robot is about to go and do some work outside and, for a variety of reasons, needs to know what the weather is like (e.g. in deciding whether to wear protective clothing, or how suitable the ground is for sowing seeds or digging up for some construction work etc.) .

First it might consult its senses. It might attend to its visual input and note the patterns of light and dark, comparing this to known states and conclude that it was sunny. The absence of the familiar sound patterns (and smell) of rain might provide confirmation. The whole process of matching the pattern of data it is receiving through its multiple senses, with its store of known patterns, can be regarded as ‘intuitive’ because it is not a reasoning process as such. In the Khanemman sense of ‘system 1’ thinking, the robot just knows without having to perform any reasoning task.

Youtube Video, System 1 and System 2, Stoic Academy, February 2017, 1:26 minutes

The knowledge obtained from matching perception to memory can nevertheless be supplemented by reasoning, or other forms of knowledge that confirm or question the intuitively-reached conclusion. If we introduce some conflicting knowledge, e.g. that the robot thinks it’s the middle of the night in it’s current location, we then create a circumstance in which there is dissonance between two sources of knowledge – the perception of sunlight and the time of day. This assumes the robot has elaborated knowledge about where and when the sun is above the horizon and can potentially shine (e.g. through language – see below).

In people the dissonance triggers the emotional state of ‘surprise’ and the accompanying motivation to account for the contradiction.

Youtube Video, Cognitive Dissonance, B2Bwhiteboard, February 2012, 1:37 minutes

Likewise, we might label the process that causes the search for an explanation in the robot as ‘surprise’. An attempt may be made to resolve this dissonance through Kahneman’s slower, more reasoned, system 2 thinking. Either the perception is somehow faulty, or the knowledge about the time of day is inaccurate. Maybe the robot has mistaken the visual and audio input as coming from its local senses when in fact the input has originated from the other side of the world. (Fortunately, people do not have to confront the contradictions caused by having distributed sensory systems).

Probably in the course of reasoning about how to reconcile the conflicting inputs, the robot will have had to run through some alternative possible scenarios that could account for the discrepancy. These may have been generated by working through other memories associated with either the perceptual inputs or other factors that have frequently led to mis-interpretations in the past. Sometimes it may be necessary to construct unique possible explanations out of component part explanations. Sometimes an explanation may emerge through the effect of numerous ideas being ‘primed’ through the spreading activation of associated memories. Under these circumstances, you might easily say that the robot was using it’s imagination in searching for a solution that had not previously been encountered.

Youtube Video, TEDxCarletonU 2010 – Jim Davies – The Science of Imagination, TEDx Talks, September 2010, 12:56 minutes

Lastly, to faith and language as sources of knowledge. Faith is different because, unlike all the other sources, it does not rely on evidence or proof. If the robot believed, on faith, that the sun was shining, any contradictory evidence would be discounted, perhaps either as being in error or as being irrelevant. Faith is often maintained by others, and this could be regarded as a form of evidence, but in general if you have faith in or trust something, it is at least filling the gap between the belief and the direct evidence for it.

Here is a religious account of faith that identifies it with trust in the reliability of God to deliver, where the main delivery is eternal life.

Youtube video, What is Faith – Matt Morton – The Essence of Faith – Grace 360 conference 2015,Grace Bible Church, September 2015, 12:15 minutes

Language as a source of evidence is a catch-all for the knowledge that comes second hand from the teachings and reports of others. This is indirect knowledge, much of which we take on trust (i.e. faith), and some of which is validated by direct evidence or other indirect evidence. Most of us take on trust that the solar system exists, that the sun is at the centre, and that earth is in the third orbit. We have gained this knowledge through teachers, friends, family, tv, radio, books and other sources that in their turn may have relied on astronomers and other scientist who have arrived at these conclusions through observation and reason. Few of us have made the necessary direct observations and reasoned inferences to have arrived at the conclusion directly. If our robot were to consult databases of known ‘facts’, put together by people and other robots, then it would be relying on knowledge through this source.

Pitfalls

People like to think that their own beliefs are ‘true’ and that these beliefs provide a solid basis for their behaviour. However, the more we find out about the psychology of human belief systems the more we discover the difficulties in constructing consistent and coherent beliefs, and the shortcomings in our abilities to construct accurate models of ‘reality’. This creates all kinds of difficulties amongst people in their agreements about what beliefs are true and therefore how we should relate to each other in peaceful and productive ways.


If we are now going on to construct artificial intelligences and robots that we interact with and have behaviours that impact the world, we want to be pretty sure that the beliefs a robot develops still provide a basis for understanding their behaviour.


Unfortunately, every one of the ‘ways of knowing’ is subject to error. We can again go through them one by one and look at the pitfalls.

Sensory perception: We only have to look at the vast body of research on visual illusion (e.g. see ‘Representations of Reality – Part 1’) to appreciate that our senses are often fooled. Here are some examples related to colour vision:

Youtube Video, Optical illusions show how we see | Beau Lotto,TED, October 2009, 18:59 minutes

Furthermore, our perceptions are heavily guided by what we pay attention to, meaning that we can miss all sorts of significant and even life-threatening information in our environment. Would a robot be similarly misled by its sensory inputs? It’s difficult to predict whether a robot would be subject to sensory illusions, and this might depend on the precise engineering of the input devices, but almost certainly a robot would have to be selective in what input it attended to. Like people, there could be a massive volume of raw sensory input and every stage of processing from there on would contain an element of selection and interpretation. Even differences in what input devices are available (for vision, sound, touch or even super-human senses like perception of non-visual parts of the electromagnetic spectrum), will create a sensory environment (referred to as the ‘umwelt’ or ‘merkwelt’in ethology) that could be quite at variance with human perceptions of the world.

YouTube Video, What is MERKWELT? What does MERKWELT mean? MERKWELT meaning, definition & explanation, The Audiopedia, July 2017, 1:38 minutes


Memory: The fallibility of human memory is well documented. See, for example, ‘The Story of Your Life’, especially the work done by Elizabeth Loftus on the reliability of memory. A robot, however, could in principle, given sufficient storage capacity, maintain a perfect and stable record of all its inputs. This is at variance with the human experience but could potentially mean that memory per se was more accurate, albeit that it would be subject to variance in what input was stored and the mechanisms of retrieval and processing.


Intuition and reason: This is the area where some of the greatest gains (and surprises) in understanding have been made in recent years. Much of this progress is reported in the work of Daniel Kahneman that is cited many times in these writings. Errors and biases in both intuition (system 1 thinking) and reason (system 2 thinking) are now very well documented. A long list of cognitive biases can be found at:

https://en.wikipedia.org/wiki/List_of_cognitive_biases

Would a robot be subject to the same type of biases? It is already established that many algorithms, used in business and political campaigning, routinely build in the biases, either deliberately or inadvertently. If a robot’s processes of recognition and pattern matching are based on machine learning algorithms that have been trained on large historical datasets, then bias is virtually guaranteed to be built into its most basic operations. We need to treat with great caution any decision-making based on machine learning and pattern matching.

Youtube Vide, Cathy O’Neil | Weapons of Math Destruction, PdF YouTube, June 2015, 12:15 minutes

As for reasoning, there is some hope that the robustness of proofs that can be achieved computationally may save the artificial intelligence or robot from at least some of the biases of system 2 thinking.


Emotion: Biases in people due to emotional reactions are commonplace. See, for example:

Youtube Video, Unconscious Emotional Influences on Decision Making, The Rational Channel, February 2017, 8:56 minutes

However, it is also the case that emotions are crucial in decision–making. Emotions often provide the criteria and motivation on which decisions are made and without them, people can be severely impaired in effective decision-making. Also, emotions provide at least one mechanism for approaching the subject of ethics in decision-making.

Youtube Video, When Emotions Make Better Decisions – Antonio Damasio, FORA.tv, August 2009, 3:22 minutes

Can robots have emotions? Will robots need emotions to make effective decisions? Will emotions bias or impair a robot’s decision-making. These are big questions and are only touched on here, but briefly, there is no reason why emotions cannot be simulated computationally although we can never know if an artificial computational device will have the subjective experience of emotion (or thought). Probably some simulation of emotion will be necessary for robot decision-making to align with human values (e.g. empathy) and, yes, a side-effect of this may well be to introduce bias into decision-making.

For a selection of BBC programmes on emotions see:
http://www.bbc.co.uk/programmes/topics/Emotions?page=1


Imagination: While it doesn’t make much sense to talk about ‘error’ when it comes to imagination, we might easily make value-judgments about what types of imagination might be encouraged and what might be discouraged. Leaving aside debates about how, say excessive experience of violent video games, might effect imagination in people, we can at least speculate as to what might or should go on in the imagination of a robot as it searches through or creates new models to help predict the impacts of its own and others behaviours.

A big issue has arisen as to how an artificial intelligence can explain its decision-making to people. While AI based on symbolic reasoning can potentially offer a trace describing the steps it took to arrice at a conclusion, AIs based on machine learning would be able to say little more than ‘I recognized the pattern as corresponding to so and so’, which to a person is not very explanatory. It turns out that even human experts are often unable to provide coherent accounts of their decision-making, even when they are accurate.

Having an AI or robot account for its decision-making in a way understandable to people is a problem that I will address in later analysis of the human operating system and, I hope, provide a mechanism that bridges between machine learning and more symbolic approaches.


Faith: It is often said that discussing faith and religion is one of the easiest ways to lose friends. Any belief based on faith is regarded as true by definition, and any attempt to bring evidence to refute it, stands a good chance of being regarded as an insult. Yet people have different beliefs based on faith and they cannot all be right. This not only creates a problem for people, who will fight wars over it, but it is also a significant problem for the design of AIs and robots. Do we plug in the Muslim or the Christian ethics module, or leave it out altogether? How do we build values and ethical principles into robots anyway, or will they be an emergent property of its deep learning algorithms. Whatever the answer, it is apparent that quite a lot can go badly wrong if we do not understand how to endow computational devices with this ‘way of knowing’.


Language: As observed above, this is a catch-all for all indirect ‘ways of knowing’ communicated to people through media, teaching, books or any other form of communication. We only have to consider world wars and other genocides to appreciate that not everything communicated by other people is believable or ethical. People (and organizations) communicate erroneous information and can deliberately lie, mislead and deceive.

We strongly tend to believe information that comes from the people around us, our friends and associates, those people that form part of our sub-culture or in-group. We trust these sources for no other reason than we are familiar with them. These social systems often form a mutually supporting belief system, whether or not it is grounded in any direct evidence.

Youtube Video, The Psychology of Facts: How Do Humans (mis)Trust Information?, YaleCampus, January 2017

Taking on trust the beliefs of others that form part of our mutually supporting social bubble is a ‘way of knowing’ that is highly error prone. This is especially the case when combined with other ‘ways of knowing’, such as faith, that in their nature cannot be validated. Will robot communities develop, who can talk to each other instantaneously and ‘telepathically’ over wireless connections, also be prone to the bias of groupthink?


The validation of beliefs

So, there are multiple ways in which we come to know or believe things. As Descartes argued, no knowledge is certain (see ‘It’s Like This’). There are only beliefs, albeit that we can be more sure of some that others, normally by virtue of their consistency with other beliefs. Also, we note that our beliefs are highly vulnerable to error. Any robot operating system that mimics humans will also need to draw on the many different ‘ways of knowing’ including a basic set of assumptions that it takes to be true without necessarily any supporting evidence (it’s ‘faith’ if you like). There will also need to be many precautions against AIs and robots developing erroneous or otherwise unacceptable beliefs and basing their behaviours on these.

There is a mechanism by which we try to reconcile differences between knowledge coming from different sources, or contradictory knowledge coming from the same source. Most people seem to be able to tolerate a fair degree of contradiction or ambiguity about all sorts of things, including the fundamental questions of life.

Youtube Video, Defining Ambiguity, Corey Anton, October 2009, 9:52 minutes

We can hold and work with knowledge that is inconsistent for long periods of time, but nevertheless there is a drive to seek consistency.

In the description of the human operating system, it would seem that there are many ways in which we establish what we believe and what beliefs we will recruit to the solving of any particular problem. Also, the many sources of knowledge may be inconsistent or contradictory. When we see inconsistencies in others we take this as evidence that we should doubt them and trust them less.

Youtube Video, Why Everyone (Else) is a Hypocrite, The RSA, April 2011, 17:13 minutes

However, there is, at least, a strong tendency in most people, to establish consistency between beliefs (or between beliefs and behaviours), and to account for inconsistencies. The only problem is that we are often prone to achieve consistency by changing sound evidence-based beliefs in preference to the strongly held beliefs based on faith or our need to protect our sense of self-worth.

Youtube Video, Cognitive dissonance (Dissonant & Justified), Brad Wray, April 2011. 4:31 minutes

From this analysis we can see that building AIs and robots is fraught with problems. The human operating system has evolved to survive, not to be rational or hold high ethical values. If we just blunder into building AIs and robots based on the human operating system we can potentially make all sorts of mistakes and give artificial agents power and autonomy without understanding how their beliefs will develop and the consequences that might have for people.

Fortunately there are some precautions we can take. There are ways of thinking that have been developed to counter the many biases that people have by default. Science is one method that aims to establish the best explanations based on current knowledge and the principle of simplicity. Also, critical thinking has been taught since Aristotle and fortunately many courses have been developed to spread knowledge about how to assess claims and their supporting arguments.

Youtube Video, Critical Thinking: Issues, Claims, Arguments, fayettevillestatenc, January 2011

Implications

To summarise:

Sensory perception – The robot’s ‘umwelt’ (what it can sense) may well differ from that of people, even to the extent that the robot can have super-human senses such as infra-red / x-ray vision, super-sensitive hearing and smell etc. We may not even know what it’s perceptual world is like. It may perceive things we cannot and miss things we find obvious.

Memory – human memory is remarkably fallible. It is not so much a recording, as a reconstruction based on clues, and influenced by previously encountered patterns and current intentions. Given sufficient storage capacity, robots may be able to maintain memories as accurate recording of the states of their sensory inputs. However, they may be subject to similar constraints and biases as people in the way that memories are retrieved and used to drive decision-making and behaviour.

Intuition – if the robot’s pattern-matching capabilities are based on the machine learning of historical training sets then bias will be built into its basic processes. Alternatively, if the robot is left to develop from it’s own experience then, as with people, great care has to be taken to ensure it’s early experience will not lead to maladaptive behaviours (i.e. behaviours not acceptable to the people around it).

Reason – through the use of mathematical and logical proofs, robots may well have the capacity to reason with far greater ability than people. They can potentially spot (and resolve) inconsistencies arising out of different ‘ways of knowing’ with far greater adeptness than people. This may create a quite different balance between how robots make decisions and how people do using emotion and reason in tandem.

Emotion – human emotion are general states that arise in response to both internal and external events and provide both the motivation and the criteria on which decisions are made. In a robot, emerging global states could also potentially act to control decision-making. Both people, and potentially robots, can develop the capacity to explicitly recognize and control these global states (e.g. as when suppressing anger). This ability to reflect, and to cause changes in perspective and behaviour, is a kind of feedback loop that is inherently unpredictable. Not having sufficient understanding to predict how either people or robots will react under particular circumstances, creates significant uncertainty.

Imagination – much the same argument about predictability can be made about imagination. Who knows where either a person’s or a robot’s imagination may take them? Chess computers out-performed human players because of their capacity to reason in depth about the outcomes of every move, not because they used pattern-matching based on machine learning (although it seems likely that this approach will have been tried and succeeded by now). Robots can far exceed human capacities to reason through and model future states. A combination of brute force computing and heuristics to guide search, may have far-reaching consequences for a robot’s ability to model the world and predict future outcomes, and may far exceed that of people.

Faith – faith is axiomatic for people and might also be for robots. People can change their faith (especially in a religious, political or ethical sense) but more likely, when confronted with contradictory evidence or sufficient need (i.e. to align with a partner’s faith) people with either ignore the evidence or find reasons to discount it. This way can lead to multiple interpretations of the same basic axioms, in the same way as there are many religious denominations and many interpretations of key texts within these. In robots, Asimov’s three laws of robotics would equate to their faith. However, if robots used similar mechanisms as people (e.g. cognitive dissonance) to resolve conflicting beliefs, then in the same way as God’s will can be used to justify any behaviour, a robot may be able to construct a rationale for any behaviour whatever its axioms. There would be no guarantee that a robot would obey its own axiomatic laws.

Communication – The term language is better labeled ‘communication’ in order to make it more apparent that it extends to all methods by which we ‘come to know’ from sources outside ourselves. Since communication of knowledge from others is not direct experience, it is effectively taken on trust. In one sense it is a matter of faith. However, the degree of consistency across external sources and between what is communicated (i.e. that a teacher or TV will re-enforce what a parent has said etc.) and between what is communicated and what is directly observed (for example, that a person does what he says he will do) will reveal some sources as more believable than others. Also we appeal to motive as a method of assessing degree of trust. People are notoriously influenced by the norms, opinions and behaviours of their own reference groups. Robots with their potential for high bandwidth communication could, in principle, behave with the same psychology of the crowd as humans, only much more rapidly and ‘single-mindedly’. It is not difficult to see how the Dr Who image of the Borg, acting a one consciousness, could come about.

Other Ways of Knowing

It is worth considering just a few of the many other ‘ways’ of knowing’ not considered above, partly because some of these might help mitigate some of the risks of human ‘ways of knowing’ .

Science – Science has evolved methods that are deliberately designed to create impartial, robust and consistent models and explanations of the world. If we want robots to create accurate models, then an appeal to scientific method is one approach. In science, patterns are observed, hypotheses are formulated to account for these patterns, and the hypotheses are then tested as impartially as possible. Science also seeks consistency by reconciling disparate findings into coherent overall theories. While we may want robots to use scientific methods in their reasoning, we may want to ensure that robots do not perform experiments in the real world simply for the sake of making their own discoveries. An image of concentration camp scientists comes to mind. Nevertheless, in many small ways robots will need to be empirical rather than theoretical in order to operate at all.

Argument – Just like people, robots of any complexity will encounter ambiguity and inconsistencies. These will be inconsistencies between expectation and actuality, between data from one way of knowing and another (e.g. between reason and faith, or between perception and imagination etc.), or between a current state and a goal state. The mechanisms by which these inconsistencies are resolved will be crucial. The formulation of claims; the identification, gathering and marshalling of evidence; the assessment of the relevance of evidence; and the weighing of the evidence, are all processes akin to science but can cut across many ‘ways of knowing’ as an aid to decision making. Also, this approach may help provide explanations of a robot’s behaviour that would be understandable to people and thereby help bridge the gap between opaque mechanisms, such as pattern matching, and what people will accept as valid explanations.

Meditation – Meditation is a place-holder for the many ways in which altered states of consciousness can lead to new knowledge. Dreaming, for example, is another altered state that may lead to new hypotheses and models based on novel combination of elements that would not otherwise have been brought together. People certainly have these altered states of consciousness. Could there be an equivalent in the robot, and would we want robots to indulge in such extreme imaginative states where we would have no idea what they might consist of? This is not to necessarily attribute consciousness to robots, which is a separate, and probably meta-physical question.

Theory of mind – For any autonomous agent with its own beliefs and intentions, including a robot, it is crucial to its survival to have some notion of the intentions of other autonomous agents, especially when they might be a direct threat to survival. People have sophisticated but highly biased and error-prone mechanisms for modelling the intentions of others. These mechanisms are particularly alert for any sign of threat and, as a proven mechanism, tend to assume threat even when none is present. The people that did not do this, died out. Work in robotics already recognizes that, to be useful, robots have to cooperate with people and this requires some modelling of their intentions. As this last video illustrates, the modelling of others intentions is inherently complex because it is recursive.

YouTube Video, Comprehending Orders of Intentionality (for R. D. Laing), Corey Anton, September 2014, 31:31 minutes

If there is a conclusion to this analysis of ‘ways of knowing’ it is that creating intelligent, autonomous mechanisms, such as robots and AIs, will have inherently unpredictable consequences, and that, because the human operating system is so highly error-prone and subject to bias, we should not necessarily build them in our own image.

– Executive function (HOS 3)

Executive Function
Secret of Success

Executive Function in the Individual and the Organisation

Successful organisations like Google and Facebook allow their employees an opportunity to experiment and pursue their own projects. Many public sector organisations also allow their employees opportunity for personal development. Why does this work and what does it say about how organisations need to be run in a world of increasingly rapid change? What kind of executive control is appropriate for organisations in the 21st Century?

To answer this we could look at all kinds of management, organisational and accounting theory. But there is another perspective. This is to look at what psychology has revealed about the executive function (REFs 1, 2, 3) in the individual and then to map that back onto what it means in terms of the organisation. This perspective can be revealing. It highlights why organisations behave in certain ways, it can help distinguish useful and healthy behaviours from those that are ineffective, aberrant and perhaps eventually self-defeating, and it can give us a way of looking at the executive function that is grounded in an increasingly sophisticated understanding of the human condition. It can point the way to making organisations more resilient.

REF 1
YouTube Video, ‪2012 Burnett Lecture Part 2 ADHD, Self-Regulation and Executive Functioning Theory‬, UNCCHLearningCentre, November 2012, 58:44

REF 2
YouTube Video, InBrief: Executive Function: Skills for Life and Learning, Center on the Developing Child at Harvard University, June 2012, 5:35 minutes

REF 3
Youtube Video, Executive Function and the Developing Brain: Implications for Education, AMSDMN’s channel, November 2013, 58:22 minutes

There are several distinct components to executive function in the individual. These develop from infancy to adulthood more or less in order. This article looks at the overall architecture of control within an organisation then goes through seven executive functions one by one, first looking at what it means in psychological terms, then mapping it onto what it might mean in terms of organisational behaviour and the functions of an executive board.

In both the individual and the organisation, executive function is self-regulation. It is ‘actions on oneself’ or, in the organisational context, the executive actions in relation to the organisation itself. When fully developed the several aspects of executive function go together to provide the capacity for self-control in a complex and changing world.

There are numerous accounts of what makes for success in both the individual (and in the organisation). Many of these emphasise one or other aspect of executive function such as self-awareness, self-direction or emotional intelligence. However, all aspects of the executive function have a part to play, and understanding executive function helps demonstrate how all these parts develop and integrate to provide the many capabilities needed for success.

The Architecture of Control

The overall architecture of control in both the individual and the organisation can be seen as a two-part system with executive function residing in the second part.

Part 1 – An Automatic System

Much of what happens in both individuals and organisations goes on without much thought or reflection.

Individuals follow their routines and habits. When everything is predictable, actions like cooking or driving can be carried out largely on ‘autopilot’, often while thinking about something entirely different. In this manner, we can operate adequately on the basis of responding to cues in the immediate environment with little conscious control or effort. This is what Kahneman in his book ‘Thinking fast and Slow’ (REF 4) calls ‘System 1’ or intuitive thinking. It deals with the here and now when everything is familiar and reasonably certain.

REF 4
YouTube Video, Kahneman: “Thinking, Fast and Slow” | Talks at Google, November 2011, 1:02 hours

Similarly, in the organisation many activities can be carried out according to it’s established procedures and practices and require no executive intervention. They may have needed executive intervention to set them up but once bedded-in they can run without further executive input unless something unexpected or out of the ordinary happens.

Part 2 – A System for Exception Handling and Taking Proactive Control

Exception Handling

This system is engaged when the automatic system needs help. In terms of Khaneman’s theory, it is ‘System 2’ thinking. It is engaged when encountering difficulty, novelty and in matters that are not in the here and now. The executive level allows ‘action at a distance’ from the here and now, and deals with circumstances that are less certain and predictable.

In the individual, when something unpredictable happens, this system seems to pop items into consciousness and then relies on a somewhat slow and labourious form of conscious processing to effect a resolution. This takes effort and resource. It takes willpower and can use up cognitive capacity. What can be done is limited by the available capacity, and focus of attention on one thing will limit the capacity to pay attention to another.

In the organisation the executive may be called in to deal with some problem or may step in when it sees something going off-track (like profits, sales, production, costs, staff-turnover etc). As with the individual, this system, is slow and labourious by contrast to the ‘business as usual’ operation. It also requires the consumption of precious resources and dealing with one situation can detract from dealing with another, perhaps causing the organisation to take it’s eye off the ball.

In practice, in a healthy individual or organisation, the automatic system and the exception handling system work together in a highly interleaved manner. They also develop together. Functions that start out as requiring exception handling, become automated over time as they become embedded.

Pro-active Control

In the individual, the pro-active element of executive function emerges in childhood. The extent of the ability to inhibit certain behaviours correlates highly with many factors in later life including academic and social competence, wealth, health and (negatively with) criminality. It seems that the developing child moves gradually from reactive control to pro-active control. (REF 5).

REF 5
YouTube Video, Integrative Science Symposium: Lifespan Development of Executive Control, July 2015, 2:10:08 hours

This is more than just being able to stop or inhibit certain behaviours. There is an extra step. This is to re-construe the world in a slightly different way and become alert to other things going on in the environment. The extra step leaves open the option to continue the behaviour, stop it or do something more subtle.

Similarly, in the organisation, spotting an undesirable behaviour, trend or process does not generally result in immediately shutting it down. There is a period of reflection, where attention may be re-focused and alternatives considered. In both organisations and individuals, this may take time. An individual may think through the potential consequences of taking particular courses of action. The organisation may do the same by embarking on investigations or sophisticated modelling and simulations to help clarify the consequences of running with different options.

A simplified model of the control and executive function is:

  • No problems – continue on autopilot
  • Problem – re-focus attention, generate and evaluate options

Also, it is notable that problem solving can go on recursively. So, if a problem is encountered with any of the sub-processes of problem solving, then that’s a new problem that is subject to the same processes in achieving resolution. Meanwhile the whole process is being recursively and externally evaluated such that if it’s not going anywhere useful, it itself can be re-considered.

7 Stages of Development of Executive Function

Seven stages of development of the executive function are described in terms of what’s going on for both the individual and the organisation. There are striking parallels.
Many of these stages have a time dimension. An infant lives in the here and now, a teenager in perhaps weeks. An adult, like an organisation, may have a time horizon of months or years. The development of executive function enables longer time horizons.

In Early Development (0 years to 5 years)

Stage 1 – Self-Awareness

In the individual, self-awareness develops in infancy (from 3 months and continues to develop for a further 10 years). The capacity to turn one’s attention away from the environment and towards ones own actions and thoughts, grows. The self-monitoring function redirects attention back on the self. An executive has developed that watches the self.

An organisation might be self-aware from the start if it has been set up with management information systems. The executives can inspect the reports and consider actions designed to affect trends they see in the data. The executives normally act within a stable framework of parameters albeit that the values on the parameters are changing. Also an organisation may grow in self-awareness by introducing new systems to provide feedback on what are deemed to be key parameters.

When (informal or formal) management information systems come into play, they can become the basis of a prevailing viewpoint on the direction of the organisation, both past and future. This is the backdrop against which executive decision-making takes place. The organisation has become to some degree self-aware and able to turn attention onto itself.

However, both the individual and the organisation operate in what Simon refers to as ‘bounded rationality’ (REF 6). Organisational self-awareness is subjective in the sense that the organisation is only aware of what it is aware of. It may not be aware of all manner of things and what it is aware of may not be representative or accurate. In this sense, the organisation mimics the individual and may be subject to the same misconceptions about the self.

REF 6
YouTube Video, Herbert Simon, rationalLeft, July 2013, 3:42 mins

For example, Baring Bank may have been blind to the extent of the damage a rogue trader could do. Kodak may have deluded itself into thinking that there would always be a market for film (as opposed to digital). In 2008, the banking industry may have been unaware of the damage it might do to itself by not containing risk. Just as likely, these organisations were aware but didn’t care or know how to react.

These are just examples of self-awareness of organisations and begs the question of who holds this awareness. Is it distributed throughout the organisation or is it held by the executive? Just as in the brain, any one neuron is ‘aware’ of the activity of other neurons it is connected to, whether they be near neighbours or in some more remote location, awareness is distributed throughout the individuals and departments in an organisation. Each department and organisational role is tasked with being informed about particular things – production, human resources, suppliers and so on. In collecting and reporting both quantitative and qualitative data about local activity, the executive is fed information from across the organisation and can build a broader awareness. However, just as the brain can be deceived by it’s senses or selective and biased in its interpretation, the uncritical executive can also be led astray.

Stage 2 – Self-Restraint

Self-restraint develops In the individual between the ages of 3 and 5 years. This is the ability for a child to stop him or herself doing something that they would otherwise do automatically (like taking a sweet). It is inhibition of action. Children between 3 and 5 years will put their hands over their mouths to stop themselves saying something. In time this ‘executive inhibition’ can be done internally but it takes effort. It draws down on a limited resource.

In the organisation there are several mechanisms for self-restraint. Budgets act as inhibitors by containing costs in parts of the organisation and overall. Also, organisational policies, procedures, standards and guidelines are often designed to inhibit behaviours other than those already approved. The development of procedures is often motivated by ‘error’ – something has gone wrong and the organisation tries to make sure it doesn’t happen again. Procedures, new or just changing, often meet some resistance and it takes effort or resource to overcome it. Once bedded in, however, they can be executed more cheaply. The operation of restraint has become automatic. It has moved from the proactive and exception handling control system to the routine and automatic control system.

Stage 3 – Imagery and rapid brain development

In the individual imagery is ‘the mind’s eye’ or ‘a theatre in your mind’. It is the ability to resurrect (visual and other) images from the past (together with accompanying emotions) to deal with the present. In the child, imagery develops between 3 and 5 years. This is mainly imagery of situations represented in all the salient senses – visual, auditory, tactile, taste and smell – whatever was relevant at the time. The imagery may be stored along with how you feel about it, good or bad (to some degree). Pattern-matching triggers memories and resurrects relevant imagery from the past to act as a guide or a map that can be used in the here and now.

The developing brain at this stage consumes 60% of the glucose consumed in food and is creating new connections between neurones at a rapid rate. Although the visual systems in the brain can be fully wired up from the age of one, other sensory modalities take longer. At some stage a tipping point is reached when infrequently used connections are purged. This developmental progression is thought to facilitate innovation and hypothesis testing about the environment up to the point where consolidation on viable interpretations set in. The young mind mimics the progression of science in exploration before consolidation into useful knowledge that can drive applications.

Youtube Video, Alison Gopnik Lecture at CFI – When and why children are more intelligent than adults are, Future of Intelligence, September 2017, 1:31:50 hours starting at 15:35 minutes

In the organisation, the memories of staff and the management of files, file sharing, databases and information systems is its ‘working memory’. These systems are largely designed with retrieval in mind. Although, the data captured is not inherently what you would call image-evoking, it does perform the same function of retrieving memories (records, documents, anecdotes) that help guide action in the here and now. Envisioning activities, prototyping, simulation and modelling activities in the organisation, parallel the ‘theatre of the mind’. They are part of the organisations imaginative activity, where ideas can be tried out before they are fully implemented (and incur the full costs and consequences of acting on the world outside the organisation).

Stage 3a – Theory of Mind

There is another important stage that appears to develop between the ages of 3 and 5 years, that tends not to be emphasised in the mainstream literature on executive function. This is the so-called ‘theory of mind’ (REF6a) – the ability of a person to model what another person is thinking and feeling. Experiments with children show that a three year old expects everybody else to know what they themselves know, while by 5 years a child understands that other people can have different beliefs from themselves. If, for example, the content of a chocolate box is replaced with, say crayons, in front of a three year old, they will think that somebody later coming into the room will expect to find crayons in the box rather than chocolates. They are unable to differentiate between their own knowledge and the knowledge of others.

REF 6a
YouTube Video, Robert Seyfarth: Theory of Mind, Richard Dawkins Foundation for Reason & Science, May 2010, 3:36 minutes

Theory of mind may not be addressed in mainstream accounts of executive function because it is thought of as a social skill rather than a fundamental information processing capability, but I think it should be thought of as a key part of executive function because it is a base on which later executive functions develop. The multiple voices that develop in private speech, for example, are akin to the playing out in the mind of multiple belief systems and theory of mind must also impact on management of ones own emotions and motivations. In fact, the implications of theory of mind are so significant that it has generated its own large literature. Autism and Asperger’s Spectrum disorders increasingly reference both deficiencies in executive function and in theory of mind, adding further support to the argument that theory of mind should be seen as an aspect of executive function.

Research at the Max Planck Institute suggests that the maturation of fibres of a brain structure called the arcuate fascicle, between the ages of three and four years, establishes a connection between (1) a region at the back of the temporal lobe that supports adults thinking about others and their thoughts and (2) a region in the frontal lobe that is involved in keeping things at different levels of abstraction.

REF 6b
Article, Brain Structues that help us understand What Others Think Revealed, Neuroscience News, March 2017
http://neurosciencenews.com/fiber-connection-cognition-6293/

In the organisation, ‘theory of mind’ is akin to understanding your competitors and your markets. If an organisation’s theory is accurate then it will be better able to anticipate the consequences of events, both those that it control and those that are external (e.g. government legislation and changes in market conditions). For example, if an organisation changes the price of one of its products, it would be useful to be able to predict what its customers and competitors would think about this and how they are likely to respond. A good businessman, like a good car salesman, may have an instinct about how customers will respond and may be able to construct a more or less complicated strategy that will drive the behaviours of others in particular ways.

From 5 Years

Stage 4 – Private Speech

In the individual, at 3 years old everything is public. Children talk to themselves about the world. Listening to their own speech is a mechanism facilitating reflection and self-control. Between 3 and 5 years vocal actions and accompanying facial expressions become suppressed and the voice becomes internalized as a silent mechanisms of self-control.

Artificial intelligence is now being recruited to re-create the kind of dialogue we have with our inner voices.

REF 6c
BBC Radio 4, The Digital Human – Series 11, Echo, May 2017, 5:27 minutes
http://www.bbc.co.uk/programmes/b08npnh6

However, even as adults, the nuances of facial expression leak information about what is going on in the mind, but most adults learn to distinguish between situations in which this is useful and those in which it presents some danger. Also, they can learn how to dissociate what is going on in the mind from what leaks out in the face and body language, thereby conferring the ability to deceive. (REF 7)

REF 7
BBC Radio 4, Where do voices inside our heads come from?, April 2016, 5:27 minutes
http://www.bbc.co.uk/programmes/p03qq9mt

Youtube Video, What Causes The Voice In Your Head?, Thoughty2, August 2015, 6:57 minutes

In the organisation, executives are only too aware that they cannot air all of their thoughts in public. Executives are ultra-careful about what they communicate, to whom and how, or they soon learn. Board meetings are often closed and communications can be deliberately targeted, sometime with the help of a communications or PR department. Wise executives rarely blurt out the first thing that comes into their heads. They inhibit that tendency and use their own thoughts to first control their own behaviour. They exercise self-control. Some private speech ends up in the boardroom, especially the closed sessions, while the public speech is crafted by the PR department. Just as in the individual this can be crafted to deceive or mislead, but also, just as in the individual, the real danger comes when the executive starts to believe its own deceptions.

Stage 5 – Management of own emotions

The individual, by resurrecting images of the past, can ‘control’ his or her own emotional states in order to be able to socialize more effectively and not drive other people away. An individual can act to put themselves in a better frame of mind, not make important decision while angry, and otherwise act to exert some control over their own emotional state.

Daniel Goleman (REF 8) in his book ‘Emotional Intelligence’ identifies 4 aspects of emotional intelligence – (1) Self Awareness (2) Self-Management (3) Empathy and (4) Relationship Management. The first two of these are regarded as key executive functions whilst empathy and relationship management extend executive function into the social sphere that do not fully develop until adulthood.

REF 8
YouTube Video, Daniel Goleman Introduces Emotional Intelligence, April 2012, 5:31 minutes

Can organisations be said to have emotions? The answer is ‘yes’. Announcing profits, losses, redundancies, being given awards or a bad press can have emotional repercussions throughout the organisation. Sustained ‘moods’ can have implications for the organisation culture. Some organisations have enthusiasm and optimism while others have low morale and become depressed and dysfunctional. Some organisations feel threatened, get anxious and show some of the common human defence mechanisms such as denial, over-compensation, projection and compartmentalisation (REF 9).

REF 9
Article, 15 Common Defense Mechanisms, John M. Grohol, Psy.D.
http://psychcentral.com/lib/15-common-defense-mechanisms/

The organisational memory of emotional events in the past (both traumatic and elating) can help to manage a current situation but often relies on there still being people engaged that remember the past. Most executives are only too aware of the relationship between the mood and culture of an organisation and its performance, and act to manage the mood. Even when times are hard they convey a positive message and vision that helps take the organisation forward. However, an unrealistic representation, or a glossing over of current circumstances, risks losing the trust of the people that are the key to future success.

Stage 6 – Management of own motivations

In the individual, this is self-motivation or self-determination. Management of your own motivations frees the individual from thinking and acting in ways that have been learnt, either through practice in response to circumstances or by copying others. It opens new doors. You no longer have to be driven by habits or others expectations. You can think for yourself, determine your own goals, prioritise them as you think fit and work towards them in any way that you like.

Imagery has already developed to allow external consequences to be substituted by mental representation. Motivations can thereby be created in relation to events that are distant in space and time, and these can be reasoned about and managed without recourse to acting on the outside world.

In the organisation: Organisations specialise in the management of motivation. In particular they manage motivations with respect to profit (or at least self sustainability) but this is achieved with reference to the organisation’s mission. Many companies will have a list of strategic goals or intentions, and although profit often comes high on the list, there are others such as customer and staff satisfaction. Often separate departments take charge of these different motivations but eventually it is the executive that must coordinate them. At worst it must suppress conflicts. At best it provides orchestration, aligning motivations so that parts of the organisation support each other.

Daniel Pink in his book ‘Drive’ (REF 10) describes recent studies on how organisational incentives affect employee motivation. For routine tasks that can be performed on ‘auto-pilot’ (system 1 thinking) monitory incentives seem to work well as a means of keeping people on task and increasing performance. However, and running counter to previous views, it seems that financial incentives either do not work or actually impair performance when the work involves higher level executive functions such as reasoning and problem solving. The more effective incentives for these types of tasks are: autonomy, mastery and purpose. Autonomy means allowing employees to have the freedom to achieve goals in a manner of their own choosing, rather than having the method defined and prescribed. Mastery means giving the employee the freedom and resources to develop their own skills to a high standard, helping engender a greater degree of self-worth. Purpose refers to a socially useful purpose beyond that of the individual. It means joining with others to achieve something great, that the individual could not have achieved alone. Pink argues that the 21st Century worker must be incentivised in this way or they will not be sufficiently agile , resourceful, flexible and resilient to cope with the rapidly changing demands of a modern global economy.

REF 10
YouTube Video, The puzzle of motivation | Dan Pink, TED, August 2009, 18:36 minutes

Stage 7 – Internalised Play

In the individual, the last manifestation of executive function is internalised play (REF 11). Internal play involves self-awareness and analysis, imagery, synthesis, planning, emotional and motivational control, and problem solving. It builds on all the other executive functions to allow us to take apart any object of our thoughts and re-construct them in the mind, in novel ways, to meet the needs of the moment.

REF 11
YouTube Video, Learning Through Play: Developing Children’s Executive Function, Center on the Developing Child at Harvard University, September 2015, 27 seconds

In the organisation: Organisations that are big and profitable enough, make room for a lot of internal play and experimentation, only some of which will lead anywhere. Play itself allows the organisation to exercise its muscles, fine tune its processes and see where ideas might lead without heavy financial commitment.

Several references are provided below to elaborate on this and to show how play is a necessary ingredient in the development of the highest levels of executive function.

Implications for Organisational Development

Self-Awareness: Without self-awareness there is no self-control, but equally damaging is an inaccurate or biased self-awareness. Key Process Indicators (KPIs) and other management information systems can provide self-awareness but in the same way that an individual can become pre-occupied with their own inaccurate perception of themselves, an organisation can become equally distracted by KPIs that are easy to measure but are not closely aligned to its mission and strategy. It is only too easy to be deceived by the apparent objectivity of KPIs, especially when it is in the interests of different parts of the organisation to supply data that it knows the executive wants to see. In the same way that individuals tend to select the information that confirms their prejudices, an organisation can be similarly ‘blind’ to information it feels uncomfortable with.

Self-Restraint: An individual without self-restraint is often impulsive, easily distracted, lacks focus and fails to finish tasks. Too much restraint, by contrast, makes the individual inflexible and fixated. Organisations without self-restraint often pursue short-term goals at the expense of longer-term profitability. They are unable to defer gratification. By contrast, some organisations the have a tendency to over-control and tie themselves up in their own bureaucracy. Over time more and more procedure is put into place, often to correct errors of the past, until it is so rigid that it cannot respond to change. This is one reason that organisations often continuously re-structure and why some organisations seem to pulsate as control alternates between being drawn into the centre and distributed to autonomous operating units. Each process seems to run away with itself then needs to be reigned in again. The best organisations, rather than control, simply provide services to their management making it easy to carry out the functions that are central to its strategy, and more difficult to do anything else.

Imagery: The capacity to create, store and retrieve information is key to the individual in their personal development. Without the capability to learn from the past and retrieve that information when relevant an individual would act like an amnesic. An organisation without a memory of the past is similarly disoriented, and will stumble about without an understanding of what works and what doesn’t. Furthermore, without memory it is impossible to imagine what could be. Images of the past are the building blocks on which futures are built, often combining elements of the past in new ways to create novel solutions.

Theory of Mind: Understanding how customers and markets will react to events, including those events an organisation has control over, is critical in navigating and organisation through a constantly changing world. An organisation, say a government, that fails to anticipate a negative reaction to a new policy, law or budget change may find itself having to backtrack and even apologise. This is perceived as a weakness, precisely because it demonstrates that the organisation has an inadequate theory about other players. In politics in particular, it shows incompetence because politics is all about the anticipation and management of others’ reactions.

Private Speech: Private speech is more than just suppressing what is shown in public. It is the capacity to create internal dialogue and debate, to model and speculate on possible consequences of actions that have not yet been performed. The evaluation of actions before they are performed is essential to good decision making in both the individual and the organisation. Investment decisions benefit greatly from hearing a range of voices, from both within and outside the organisation, before they are acted on.

Management of Emotions: Emotions are at the route of most decision-making because they impact both an individual’s and an organisation’s priorities. The prevailing ethos of an organisation and how it affects the way staff feel, can be critical to the smooth functioning of the organisation. Some organisations have a ‘blame’ culture and, all factors being equal, any spontaneous activity on behalf of employees is suppressed. Others encourage free-thinking and innovation. How many organisations monitor these cultural and emotional factors and manage them as standing agenda items? Even when managed, most organisations are ineffective in the control of the prevailing emotional ethos and their interventions to control can easily backfire, especially if they look manipulative.

Management of Motivations: Like other functions ‘management of motivations’ can be done over-zealously or in too relaxed a manner. Self-determination is an asset so long as it does not fly in the face of circumstances. Motivations and intentions have to compromise with circumstance. The market has to be ready for your brilliant idea. Having said that, switching motivations has a cost. Even introducing a new service is expensive, let alone an entire change of strategy. Balancing the benefits of sticking to your guns with the cost of being flexible is a necessary skill. Organisations that manage to successfully grow organically achieve this balance.

Play: An individual cannot be fully functional without the opportunity to integrate all its mechanisms of executive control around the activity of play. Play allows experimentation and innovation in a safe environment, away from the dangers of the real world. Similarly, the organisation cannot be said to be fully functional without some room to play. The organisational practices of accounting for everything, monitoring every key performance indicator or extorting every last drop of employee or shareholder value, leads to organisations that are essentially reactive and immature. They are unpractised at thinking deeply at all organisational levels, and therefore lack resilience and the ability to adapt smoothly to changing circumstances. Like the individual that has failed to develop a wide range of coping strategies, they may lurch from crisis to crisis. Essentially, any change in circumstances can result in them becoming ‘out of control’.

– Managing demands (HOS 2)

How we manage the demands on us has been a pre-occupation since the day I came to the realisation that a lot of what runs through my own mind can be explained in terms of what psychologists call the management of ‘cognitive load’ or ‘mental workload’. We all, to some extent, ‘manage’ what we think about, but we rarely reflect on exactly how we do it.

Sometimes there are so many things that need to be thought about (and acted upon) that it is overwhelming, and some management of attention is needed, just to get through the day and maintain performance. If you need convincing that workload can affect performance then consider the research on distractions when driving. (A more comprehensive analysis on ‘the distracted mind’ can be found at the end of this posting).

YouTube Video, The distracted mind, TEDPartners, December 2013, 1:39 minutes

At other times you find yourself twiddling your thumbs, as if waiting for something to happen, or a thought to occur that will trigger action. We sometimes cease to be in the grip of circumstances and our minds can run free.

If you keep asking the question ‘why?’ about anything that you do, you eventually arrive at a small number of answers. If we leave aside metaphysical answers like ‘because it is the will of God’ for the moment, these are generally ‘to keep safe’ or ‘to be efficient’. On the way to these fundamental, and intimately related to them, is ‘to optimize cognitive load’. Not to do so, compromises both safety and efficiency.

To be overwhelmed with the need to act and, therefore, the thinking this necessitates in the evaluation of choices that are the precursors of action, leads to anxiety and anxiety interferes with the capacity to make good choices. To be under-whelmed leads to boredom and lethargy, a lack of caring about choice and the tendency to procrastinate.

It seems that to perform well we need an optimal level of arousal or stimulation.

Youtube Video, Performance and Arousal – Part 1of 3: Inverted U Hypothesis, HumberEDU, January 2015, 5:05 minutes

In the longer term, to be ‘psychologically healthy’ we need optimal levels of arousal ‘on average’ over a period of time.

Being constantly overwhelmed leads from stress, to anxiety and onwards to depression. It can even lead to an early death.

TED Video, The science of cells that never get old’ – Elizabeth Blackburn, TED, April 2017, 18:46 minutes

Being constantly underwhelmed also leads to depression via a different route. How much load we can take depends on our resources – both cognitive and otherwise. We can draw on reserves of energy and a stock of strategies, such as prioritizing, for managing mental workload. If the demands on us are too great and we have some external resources, like somebody else that can provide advice or direction, or the money to pay for it, then we can use those to lessen the load. Whenever we draw on our own capacities and resources we can both enhance and deplete them. Like exercising a muscle, regular and moderate use can strengthen but prolonged and heavy use will tire or deplete them. When we draw on external resources, like money or favours, their use tends to deplete them.

Measurement of Load

So how can we measure the amount of load a person is carrying. This is going to be tricky as some people have more resource and capacity (both internal and external) than others, so observing their activity may not be a very accurate measure of load. If you are very practiced or skilled at something it is much easier to do than if you are learning it for the first time. Also, some people are simply less bothered about whether they achieve what they have to do (or want to do) than others. Even the same person can ‘re-calibrate’, so for example, if pressure of work is causing stress, they can re-assess how much it matters that they get the job done. Some capacities replenish with rest, so something may be easy at one time but harder, say at the end of a long day.

In fact, there are so many factors, some interacting, that any measure, say of stress, through looking at the chemicals in the blood or the amount of sweating on the skin is difficult to attribute to a particular cause.

The capacity of our thinking processes is limited. We can really only focus on one difficult task at once. We even stop doing whatever we were doing (even an automatic task like walking) when formulating the response to a difficult question.

BBC Radio 4, The Human Zoo, Series 1 Episode 1, First Broadcast about 2014, 28 minutes
http://www.bbc.co.uk/programmes/b01r0gj4

We can use our thinking capacity to further our intentions but we so often get caught up in the distractions of everyday life that none is left for addressing the important issues.

The Personal Agenda

Another way of looking at it is to consider it from the point of view of each person’s agenda and how they deal with it. This is as if you ask a person to write down a ‘to do’ list which has everything they could think of on it. We all do this from time to time, especially when there is too much going on in our heads and we need to set everything out and see what is important.
I will construct such a list for myself now:


  • Continue with what I am writing
  • Get ready for my friend who is coming for coffee
  • Figure out how to pay my bills this month
  • Check with my son that he has chosen his GCSE options
  • Tell my other friends what time I will meet them tonight
  • Check that everything is OK with my house at home (as I am away at the moment)

Each of these agenda items is a demand on my attention. It is as if each intention competes with the others to get my focus. They each shout their demands, and whichever is shouting loudest at the time, wins. Maybe not for long. If I realise that I can put something off until later, it can quickly be dismissed and slip back down the agenda.

But the above list is a particular type that is just concerned with a few short-term goals – it’s the things that are on my mind today. I could add:


  • Progress my project to landscape the garden
  • Think through how to handle a difficult relationship

Or some even longer term, more aspirational and less defined goals

  • Work out how I will help starving children in Africa
  • Maintain and enhance my wellbeing

The extended agenda still misses out a whole host of things that ‘go without saying’ such as looking after my children, activities that are defined during the course of going to work, making sure I eat and sleep regularly, and all tasks that are performed on ‘autopilot’ such as changing gear when driving. It also misses out things that I would do ‘if the opportunity arose’ but which I do not explicitly set out to do.

What characterizes the items that form the agenda? They are all intentions of one sort or another but they can be classified in various ways. Many concern obligations – either to family, friends, employers or society more generally. Some are entirely self-motivated. Some have significant consequences if they are not acted upon, especially the obligations, whereas others matter less. Some need immediate attention while others are not so time critical. Some are easy to implement while others require some considerable training, preparation or the sustained execution of a detailed plan. Some are one-offs while others are recurring, either regularly or in response to circumstances. This variation tends to mask the common characteristic that they are all drivers of thought and behaviour.

Intentions bridge between and include both motives and goals. Generally we can think of motives as the inputs and goals as the outputs (although either can be either). Both the motives and the goals of an intention can be vague. In fact, an intention can exist without you knowing either why or what it is to achieve. You can copy somebody else’s intention in ignorance of motive and goal. In the sense of intention as only a pre-disposition to act, you need not be aware of an intention. Often you don’t know how you will act until the occasion demands.

Agenda Management

Given that there are perhaps hundreds or even thousands of intentions large or small, all subsisting in the same individual, what determines what a person does at any particular point in time. It all depends on priority and circumstance. Priority will push items to the top of the list and circumstance often determines when and how they drive thought and behaviour.

Priority

Priority itself is not a simple idea. There are many factors affecting priority including emotion, certainty of outcome and timing. These factors tend to interact. I may feel strongly that I must help starving children in Africa and although I know that every moment I delay may mean a life lost, I cannot be certain that my actions will make a difference or that I may think of a more effective plan at a later time. When I have just seen a programme on TV about Africa I may be highly motivated, but a day later, I may have become distracted by the need to deal with what now appear to be more urgent issues where I can be more certain of the outcome.

Priority and Emotion

It is as if my emotional reaction to the current content of my experience is constantly jiggling the priorities on my agenda of intentions. As the time approaches for my friend to arrive I start to feel increasingly uncomfortable that I have not cleared up. Events may occur that ‘grab’ my attention and shoot priorities to the top of the agenda. If I am surprised by something I turn my attention to it. Similarly, if I feel threatened. Whereas, when I am relaxed my mind can wander to matters inside my head – perhaps my personal agenda. If I am depressed my overall capacity to attend to and progress intentions is reduced.

Emotions steer our attention. They determine priority. Attention is focused on the highest priority item. Emotion, priority, and attentions are intimately related. Changing emotions continuously wash across intentions, reordering their priority. They modulate the priorities of the intentions of the now.

Emotion provides the motive force that drives attention to whatever it is that you are attending to. If you are working out something complicated in your head, it is the emotion associated with wanting to know the answer that provides the motive force to turn the cogs. This applies even when the intention is to think through something rationally. When in the flow of rational thought (say in doing a mental arithmetic problem) it is emotion that motivates it.

There is a host of literature on emotional memory (i.e. how emotions, especially traumatic ones, are laid down in memory). There is also a large literature on how memories may be re-constructed, often inaccurately, rather than retrieved. The following illustrates both emotional memory of traumatic events and the frequent inaccuracies of re-construction:

TED Video, Emotional Memory: Shawn Hayes at TEDxSacramento 2012, TEDx Talks, March 2013, 8:10 minutes

It is well established that the context in which a memory is laid down effects the circumstances in which the memory is retried. For example, being in a particular place, or experiencing a particular smell or taste may trigger the retrieval of memories specific to the place and smell. The context supplies the cue or key to ’unlocking’ the memory. However, there is comparatively little literature on how emotions trigger memories although there has been research on ‘mood-dependent memory’ (MDM) e.g.

Eric Eich, Dawn Macaulay, and Lee Ryan (1994), Mood Dependent Memory for Events of the Personal Past, Journal of Experimental Psychology: General 1994, Vol. 123, No. 2, 201-215

http://www.communicationcache.com/uploads/1/0/8/8/10887248/mood_dependent_memory_for_events_of_the_personal_past.pdf

It seems plausible that emotions act as keys or triggers that prime particular memories, thoughts and intentions. In fact, the research indicates that mood dependent memory is more salient in relation to internal phenomena (e.g. thoughts) than external ones (such as place). Sadness steers my attention to sad things and the intentions I associate with the object(s) of my sadness. Indifference will steer my attention away from whatever I am indifferent about and release attention for something more emotionally charged. Love and hate might equally steer attention to its objects. Injustice will steer attention to ascertaining blame. The task of identifying who or what to blame can be as much an intention as any other.

Priority and Time – The Significance of Now

Intentions formulated and executable in ‘the now’, assume greater priority than those formulated in the past, or those that may only have consequences in the future.

The now is of special significance because that is where attention is focused. Past intentions slip down the list like old messages in an email inbox. You focus on the latest delivery – the now.

The special significance of ‘the now’ is increasingly recognised, not just as a fact of life but as something to become increasingly conscious of and savoured.

‪Youtube Video, The Enjoyment of Being with Eckhart Tolle author of THE POWER OF NOW, New World Library, July 2013, 4:35 minutes

Indeed the whole movement of mindfulness, with its focus on ‘the now’ and conscious experience, has grown up as approach to the management of stress and the development of mental strategies.

‪Youtube Video, The Science of Mindfulness, Professor Mark Williams, OxfordMindfulness, December 2011, 3:34 minutes

Priority and Time in Agenda Management

If I am angry now then my propensity will be high to act on that anger now if I am able to. Tomorrow I will have cooled off and other intentions will have assumed priority. Tomorrow I may not have ready access to the object of my anger. On the other hand, if tomorrow an opportunity arises by chance (without me having created it), then perhaps I will seize it and act on the anger then. As in crime, we are driven by the motive, the means and the opportunity.

Many intentions recur – the intentions to eat, drink, sleep, and seek social interaction all have a cyclical pattern and act to maintain a steady state or a state that falls within certain boundaries (homeostasis). It may be that you need to revive an old intention whether or not it is cyclically recurring. Revival of an intention pushes it back up the list (towards the now) and when some homeostatic system (like hunger and eating) get out of balance a recurring intention is pushed back up the list.

Intentions that impact the near future also take priority over intentions that affect the far future. So, it is easier to make a cup of tea than sit down and write your will (except when death is in the near future). We exponentially discount the future. 1 minute, 1 hour and 1 day, 1 week, 1 month, 1 season and 1 year are equally far apart. What happens in the next minute is as important as what will happen in the next year.

Intentions Interact

However, from the point of view of establishing the principles of a control mechanism that determines our actions at any point there are other complications and considerations. Often our intentions are incompatible or compete with each other. I cannot vent my anger and fulfil an intention not to hurt anybody. I cannot eat and stay thin. I cannot both go to work tomorrow and stay home to look after my sick child. Therefore, some intentions inhibit others leading to a further jiggling of the priorities.

Prioritising what is Easy

A major determinant of what we actually do is what is easiest to do. So actions that are well learned or matters of habit get done without a second thought but intentions that are complicated or difficult to achieve are constantly pushed down the stack, however important they are. Easy actions consume less resource. If they are sufficiently difficult and also sufficiently important we become pre-occupied by thinking about them but are unable to act.

Daniel Kahneman in his book ‘Thinking Fast and Slow’ sets out much of the experimental evidence that shows how in thought we tend towards the easy options.

Youtube Video, Cognitive ease, confirmation bias, endownment effect – Thinking, Fast and Slow (Part 2), Fight Mediocrity, June 2015, 5:50 minutes

How often do we get up in the morning with the firm resolve to do a particular thing and then become distracted during the day by what seem to be more immediate demands or attractive alternatives? It is as if our intentions are being constantly pushed around by circumstances and our reactions to them and all that gets done are the easy things – where by chance the motive, the means, and the opportunity all fortuitously concur in time.

Staying on task is difficult. It requires a single-minded focus of attention and a resistance to distraction. It is sometimes said that ‘focus’ is what differentiates successful people from others, and while that may be true in the achievement of a particular goal, it is at the expense of paying attention to other competing intentions.

Implications for The Human Operating System

The above account demonstrates how as people we interleave multiple tasks in real time, partly in response to what is going on around us and partly in response to our internal agenda items. We do this with limited resources, depleting and restoring capacities as we go. What differentiates us from computers is the way in which priorities are continuously and globally changing such that attention is re-directed in real time to high priority items (such as threats and the unexpected). Part of this is in response to our ability to retrieve relevant memories cued by the external world and our internal states, reflect on (and inhibit) our own thinking and thinking processes and to run through and evaluate mental simulations of possible futures.

Summary


  • In order to perform effectively we need to manage the demands on us
  • Having too much, or too little, to do and think about can lead to stress in the short term and depression, if it goes on for too long.
  • We have limited resources and capacities which can become depleted but that can also be restored (e.g. with rest)
  • Measuring the amount of load a person is under is not simple as people have different resources, abilities and capacities
  • Whether or not we write it down or say it, we all have an implicit list of intentions
  • We prioritise the items on this list in a variety of ways
  • Circumstances, our emotional reactions and timing are all crucial factors in determining priority
  • We also tend to prioritise things that are easy to do (i.e. do not use up effort, time or other resources)
  • Being able to manage priorities and interleaving our intentions in response to circumstances and opportunity, is a key aspect of the human operating system

This Blog Post: ‘Human Operating System 2 – Managing Demands’ introduces how we deal with the complex web of intentions (our own and those externally imposed) that form part of our complex daily lives

Next Up: ‘Policy Regulates Behaviour’ shows that not all intentions are equal. Some intentions regulate others, in both the individual and society.

Further Information

Youtube Vide, The Distracted Mind, UCI Open, April 2013, 1:12:37 hours