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Archive for the ‘Transforming Research’ Category

16
Dec

The relationship between status, sex and aggression

   Posted by: M on Ideas In Transformation

Researcher finds link between aggression, status and sex (12/12/2008)

Have you ever wondered why it seems like the littlest things make people angry? Why a glance at the wrong person or a spilled glass of water can lead to a fist fight or worse? University of Minnesota researcher Vladas Griskevicius has three words to explain why people may be evolutionarily inclined to make a mountain out of molehill: aggression, status and sex.

Although hostility or belligerent acts might not immediately appear to be linked to reproduction, new research forthcoming in the Journal of Personality and Social Psychology shows that mating goals may underlie behaviors such as aggression. Griskevicius, a marketing professor at the U of M’s Carlson School of Management, and his co-authors, have found conclusive evidence that merely activating a desire for status can trigger aggression. Aggressive displays, which may result in enhanced status, indirectly boost an individual’s ability to attract a mate and, thereby, reproduce.

“It all boils down to the fact that status for men typically equals sex. Across different cultures and time, the higher status men have, the more sex or better-quality partners they may have,” said Griskevicius. “At the gene-level, nobody wants to go down in an evolutionary blaze of glory–no one wants their genes to become extinct. Additionally, unlike low-status women, low-status men are in serious danger of not reproducing, since they make especially undesirable mates.”

16
Dec

Inside the consumInside the consumer mind: brain scans reveal choice mechanism

   Posted by: M on Ideas In Transformation

Interesting, how marketing is leading the way to how choice theory is being implemented

Inside the consumer mind: brain scans reveal choice mechanism (12/15/2008)

That gorgeous sweater has your name written on it. But, those red suede pumps are calling your name too. What goes through your mind as you consider these choices? During normal economic times, you might indulge in a whole new wardrobe. But now, with considerably tighter budgets, consumers don’t have the luxury of saying “It’s the holidays — I’ll just buy both!” What happens in buyers’ brains as they consider difficult choices? What can retailers do to make the choice process easier for consumers?

Akshay Rao, a marketing professor at the University of Minnesota’s Carlson School of Management, has conducted research that shows that decision making is simplified when a consumer considers a third, less attractive option. For example, when a second, less desirable sweater is also considered in the situation above, the shopper could solve their conundrum by choosing the more attractive sweater. The less appealing sweater plays the role of a “decoy” that makes the other sweater appear more pleasing than before. “In some ways, it is quite straightforward,” said Rao. “When a consumer is faced with a choice, the presence of a relatively unattractive option improves the choice share of the most similar, better item.”

In their forthcoming Journal of Marketing Research article “Trade-off Aversion as an Explanation for the Attraction Effect: A functional Magnetic Resonance Imaging Study,” Rao and co-author William Hedgcock (University of Iowa) explain the reasons for this decoy effect. Volunteers had their brains scanned while they made choices between several sets of equally appealing options as well as choice sets that included a third, somewhat less attractive option. Overall, the presence of the extra, “just okay” possibility systematically increased preference for the better options. The fMRI scans showed that when making a choice between only two, equally preferred options; subjects tended to display irritation because of the difficulty of the choice process. The presence of the third option made the choice process easier and relatively more pleasurable

11
Dec

Fear and Decision Making

   Posted by: M on Ideas In Transformation

Preoccupations – In Hard Times, Fear Can Impair Decision-Making – NYTimes.com

This means not being a fearmonger. It means avoiding people who are
overly pessimistic about the economy. It means tuning out media that
fan emotional flames. Unless you are a day-trader, it means closing the
Web page with the market ticker. It does mean being prepared, but not
being a hypervigilant, everyone-in-the-bunker type.

I DON’T
care what your business is, but if you think it will eventually come
back to what it was — your brain is in the grips of the
fear-based endowment effect. What I am doing is looking for new
opportunities. This means applying neuroscience discovery to realms
where it hasn’t been used before.

I have teamed up with
anthropologists to apply brain imaging to understand the biological
roots of political conflict. I am starting another project to use brain
imaging to predict which teenagers are likely to make fatally bad
judgments and, hopefully, train them to make better decisions.

This strategy keeps the exploratory system of my brain active. And
right now there are incredible opportunities to do something
differently. Yes, they’re risky, and some will fail. But while
others wait for the storm to pass, I’m busy expanding into new
areas. If I wait for money to start flowing again, the opportunities
will have passed.

Gregory Berns, M.D., Ph.D., directs the Center for Neuropolicy at Emory University.

8
Dec

Happiness is a collective phenomena

   Posted by: M on Ideas In Transformation

Happiness is a collective — not just individual — phenomenon (12/8/2008)

If you’re happy and you know it, thank your friends-and their friends. And while you’re at it, their friends’ friends. But if you’re sad, hold the blame. Researchers from Harvard Medical School and the University of California, San Diego have found that “happiness” is not the result solely of a cloistered journey filled with individually tailored self-help techniques. Happiness is also a collective phenomenon that spreads through social networks like an emotional contagion.

4
Dec

Freedom of Power

   Posted by: M on Ideas In Transformation

Cooperation pays.

The freedom of power (12/4/2008)

Another experiment tested susceptibility to conformity pressure from peers among participants with high or low power. When participants completed a task that most people disliked, low-power and baseline participants’ opinions of the task were influenced by a bogus feedback sheet displaying that ostensible previous participants had greatly enjoyed the task. By comparison, high-power participants expressed dissatisfaction with the task, resisting the supposedly favorable opinions expressed by others. High-power participants, in other words, did not conform to what they believed others were thinking. As Joe Magee said in describing this study, “High-power people’s attitudes do not change with the wind.”

In another study, high-power individuals negotiated based on their deeply held values about cooperation and competition. Low-power individuals were more likely to be influenced by the behavior of their opponents. The research also suggests that power, by leading people to express their underlying attitudes and thoughts uninfluenced by others, reveals rather than makes the person.

Magee mentioned the relevance to President Elect Barack Obama. “Our research suggests that people may not need to worry too much about power corrupting Obama,” he said. “His newfound power might enable the change he desires rather than that power changing him instead. This is contrary to what most people think: that the longer he works in Washington the more he will be influenced by the same old ways of doing things.”

3
Dec

12 Laws of emotions

   Posted by: M on Ideas In Transformation

PsyBlog: 12 Laws of the Emotions

2 Laws of the Emotions
Explore your feelings, and how they affect your behaviour, with this new series on the psychology of the emotions.

We tend to think of our emotions as having laws unto themselves, but one psychological researcher has suggested that our emotions do follow certain general rules.

This post begins a new series on the psychology of emotions with Professor Nico Frijda’s twelve laws of the emotions (Fridja, 2006). As for most laws there are exceptions, but these have been synthesised from years of psychological research and hold true much of the time.

1. The Law of Situational Meaning
The first law is simply that emotions derive from situations. Generally the same types of situation will elicit the same types of emotional response. Loss makes us grieve, gains make us happy and scary things make us fearful (mostly anyway – see all the other laws).

2. The Law of Concern
We feel because we care about something, when we have some interest in what happens, whether it’s to an object, ourselves, or another person. Emotions arise from these particular goals, motivations or concerns. When we are unconcerned we don’t feel anything.

3. The Law of Apparent Reality
Whatever seems real to us, can elicit an emotional response. In other words how we appraise or interpret a situation governs the emotion we feel (compare with laws 11 & 12). The reason poor movies, plays or books don’t engage us emotionally is because, in some sense, we fail to detect truth. Similarly it’s difficult to get emotional about things that aren’t obvious, right in front of us. For example grief may not strike when we are told about the death of loved one, but only once it becomes real to us in some way – say when we pick up the phone to call them, forgetting they are gone.

4, 5 & 6. The Laws of Change, Habituation and Comparative Feeling
The law of habituation means that in life we get used to our circumstances whatever they are (mostly true, but see laws 7 & 8). The emotions, therefore, respond most readily to change. This means that we are always comparing what is happening to a relatively steady frame of reference (what we are used to). As a result our emotions tend to respond most readily to changes that are relative to this frame of reference.

7. The Law of Hedonic Asymmetry
There are certain awful circumstances to which we can never become accustomed. If things are bad enough, it is impossible to escape negative feelings like fear or anxiety. On the other hand positive emotions always fade over time. No matter how much we are in love, how big the lottery win, or how copious the quantities of drugs consumed, positive emotions like pleasure always slip away.

8. The Law of Conservation of Emotional Momentum
Time doesn’t heal all wounds – or if it does, it only does so indirectly. Events can retain their emotional power over the years unless we re-experience and re-evaluate them. It’s this re-experiencing and consequent re-definition that reduces the emotional charge of an event. This is why events that haven’t been re-evaluated – say, failing an exam or being rejected by a potential lover – retain their emotional power across the decades.

9. The Law of Closure
The way we respond to our emotions tends to be absolute. They often lead immediately to actions of one kind or another, and they will brook no discussion (but see laws 10, 11 & 12). In other words emotional responses are closed to goals other than their own or judgements that can mitigate the response. An emotion seizes us and send us resolutely down one path, until later that is, when a different emotion sends us down the opposite path.

10. The Law of Care for Consequences
People naturally consider the consequences of their emotions and modify them accordingly. For example anger may provoke violent feelings towards another, but generally people refrain from stabbing each other willy-nilly. Instead they will shout, hit their head on the wall or just silently fume. Emotions may absolutely dictate a type of response, but people do modulate the size of that response (usually!).

11 & 12. Laws of the Lightest Load and the Greatest Gain
The emotional impact of an event or situation depends on its interpretation. Putting a different ‘spin’ on a situation can change the feeling. The law of the lightest load means people are particularly motivated to use re-interpretations to reduce negative emotions. For example we might reduce the fear of the credit crunch by generating the illusion we won’t be affected. The exact reverse is also true: whenever a situation can be reinterpreted for a positive emotional gain, it will be. For example anger can be used to make others back down, grief attracts help and fear may stop us rashly attempting difficult or dangerous tasks.

Exploring the emotions
You may not agree with all of these ‘laws’, for example this is quite an individually based account of emotion, and tends to downplay the social aspects of emotion. Nevertheless it is an excellent starting point which provides a very useful way of thinking about emotions, and helps pave the way for examining individual emotions.

3
Dec

Neursv]q\’o39;f;68kp’/n

   Posted by: M on Ideas In Transformation

How to Use Neuroscience to Become Your Avatar | Wired Science from Wired.com

Research subjects fitted with goggles that stream video from cameras strapped to another person (or mannequin) can experience that body as their own, neuroscientists say.

And not just in a fluffy, philosophical way: the subjects experienced measurable physiological changes, as reported in the open-access journal Public Library of Science.

The paper’s authors argue that their work could prove important for future human-robot collaborations — and give hope to those dreaming of uploading their brains after the Singularity. What the researchers have found, they say, is a method for allowing humans to better inhabit non-flesh-and-blood consciousness.

“The present findings could have groundbreaking industrial and clinical applications” write neuroscientists Valeria I. Petkova and H. Henrik Ehrsson of the Karolinska Institutet in Stockholm. “Experiencing ‘becoming’ a humanoid robot in tele-robotics and feeling ownership of simulated bodies in virtual reality applications would probably enhance user control, realism, and the feeling of ‘presence.’”

The gaming industry is already taking steps down that road with Mirror’s Edge, which lets players see other parts of their virtual body in motion producing a sensation real enough to induce carsickness.

While the research might be biological, the ability to make headway on this centuries-old problem is technological. The development of light-weight head-mounted displays that are capable of displaying real-time video is the key advance in creating this curious body-swapping illusion. The research follows a slate of publications by the same Swedish group and another European team on generating out-of-body experiences using video and virtual reality tools.

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18
Oct

whats-poverty-got-to-do-with-the-price-of-wheat

   Posted by: M on Ideas In Transformation

A very good article and gets one to think about the obvious in whole new ways. Key learning/points include

  1. The vagaries of commodity markets often serve as a trigger for violence, unrest or even civil war in the developing world.
  2. We propose a form of foreign
    aid that would treat the symptoms of conflict–economic shocks to the
    incomes of the poor–before the disease of civil war takes hold and
    doing so in a way that would not undermine the functioning of the
    market system
  3. Even as the U.S. and other
    wealthy countries grapple with potential solutions to the global
    financial crisis, they should also consider the impact of its
    aftershocks on less developed countries

Economic Gangsters

For some poor farmers, life may have just got a whole lot harder. The after-effects of some earlier commodity collapses suggest that civil war and genocide may also be on their list of worries: In 1989, the price of Arabica beans, the economic lifeblood of Rwanda’s poor farmers, fell by 50% and didn’t recover until 1995. But by this time, perhaps a million Tutsis were dead, victims of mass genocide arguably driven in part by the economic desperation of their Hutu countrymen.

In a Forbes op-ed yesterday, we describe this tragic nexus between commodity markets, poverty, and violence, and what the international aid community might do to prevent further tragedies:

http://www.forbes.com/opinions/2008/10/14/poverty-famine-war-oped-cx_rf_em_1015fismanmiguel.html

The proposals we mention here are described in detail in Chapters 5 and 6 of Economic Gangsters: Violence, Corruption, and the Poverty of Nations.

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Having read mcLuhan manytimes and been amazed with how accurately he predicted the coming age and its implications, i ran into the piece which takes the idea of an extended nervous system to include the www. Fascinating read, and I look forward to seeing where this goes. At the very least ti got my mind thinking about the location of self, and where/how does one define the boundaries of one’s experience and existence.

Reality Sandwich | Living in the Infosphere

In the Introduction to Digital Dharma, I wrote:

An electronic web surrounds the planet. Our ideas travel instantaneously to all points of the globe on electromagnetic waves and pulses of light. In the last decade communications networks have advanced from wires to fiber optics, from interconnected radio and television grids to a world of billions of wirelessly communicating sensory devices — each with its own address in cyberspace… the Infosphere is now a field that engulfs our physical, mental and etheric bodies; it affects our dreaming and our cultural life. Our evolving nervous system has been extended, as media sage Marshal McLuhan predicted in the early 1960′s, into a global embrace.

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14
Oct

Do economists need brains? | The Economist

   Posted by: M on Ideas In Transformation

At the heart of marketing is “applied economics” i.e. the ability to turn economic theory into manage demand/supply. This means understanding how decisions are made is essential to understanding economics, and the emergent feild of neuroeconomics is there at the cross roads – where the brain science meets the market, and decisions are made/forced upon individuals like you and me. Look for more articles and blogs in the future on this topic

Do economists need brains? | The Economist

FOR all the undoubted wit of their neuroscience-inspired concept album, “Heavy Mental”—songs include “Mind-Body Problem” and “All in a Nut”—The Amygdaloids are unlikely to loom large in the annals of rock and roll. Yet when the history of economics is finally written, Joseph LeDoux, the New York band’s singer-guitarist, may deserve at least a footnote. In 1996 Mr LeDoux, who by day is a professor of neuroscience at New York University, published a book, “The Emotional Brain: The Mysterious Underpinnings of Emotional Life”, that helped to inspire what is today one of the liveliest and most controversial areas of economic research: neuroeconomics.

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24
Sep

The Four Kinds Of Free – Emergence of 4 differet biz Models

   Posted by: M on Ideas In Transformation

Was reading the long tail, and it made me realize that what the Radical Change Group does is not freemium but really is about a gift economy. RCG has not recognized itself right.
This different kinds of free reveals not only differences, but also what the motivation is all about.

The Long Tail

f

four frees

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22
Sep

How Thinking Can Change the Brain

   Posted by: M on Ideas In Transformation

A nice small article on how the brain can change. neuroplasiticity is now making its forrays into mainstream media. Worth a read.

How Thinking Can Change the Brain

How Thinking Can Change the Brain

Published: Monday, 29 January, 2007
20 Jan 2007 (Sharon Begley, Wall Street Journal) Dalai Lama helps scientists show the power of the mind to sculpt our gray matter.

Although science and religion are often in conflict, the Dalai Lama takes a different approach. Every year or so the head of Tibetan Buddhism invites a group of scientists to his home in Dharamsala, in Northern India, to discuss their work and how Buddhism might contribute to it.

In 2004 the subject was neuroplasticity, the ability of the brain to change its structure and function in response to experience. The following are vignettes adapted from “Train Your Mind, Change Your Brain,” which describes this emerging area of science:

The Dalai Lama, who had watched a brain operation during a visit to an American medical school over a decade earlier, asked the surgeons a startling question: Can the mind shape brain matter?

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15
Sep

Appriciative Inquiry – An approach to building plans to action

   Posted by: M on Ideas In Transformation

This is a good method that I ran into, and its something that I have seen being employed by the likes of McKinsey and other high end consulting firms.

My own work in my day job pretty much uses this method, and have found that such an approach always opens up new opportunities and areas for innovation. One of the key aspects to keep in mind is to keep a “ecosystem view” in mind when doing this work. I would even suggest going broader and making sure you connect with your partners, customers and suppliers to get a comprehensive view.

Try it and do let me know what you think…

What Is Appreciative Inquiry? | BNET

When a company needs to fine-tune its strategy or troubleshoot organizational issues, the best problem-solving solution may have little to do with the problem itself. A host of organizations, including British Airways, Verizon, and NASA, have embraced Appreciative Inquiry (AI), a strategy based on the idea that focusing on what’s working is a better way to fix what’s wrong. Despite the esoteric-sounding name, AI is gaining real traction at companies that need to make big or complex organizational changes. John
Deere case study

How It Works

AI involves a four-step process typically led by an
outside consultant. The steps are usually done either in a day-long workshop or
over a period of four days, but the end goal is the same: develop a concrete
action plan and carry it forward.

The first phase consists of a series of interviews with
employees of all levels, and even customers, to find out what’s
already working well in the organization. Then the group participates in an
open-ended brainstorming session, using the successful elements they identified
in step one to envision how a more perfect organization would operate. In the
third phase, the team defines and prioritizes next steps to make that ideal
vision a reality. By the final phase, participants are working exclusively on
the necessary tasks to execute the plan.

In 2000, John Deere used AI to turn around the performance
of its combined manufacturing unit. The numerous problems included poor
equipment quality, increasing customer dissatisfaction, low morale in the
workplace, and stalled cost-reduction efforts. More than 200 of the division’s
250 employees showed up for the weeklong AI summit. By the end of the process,
the group had identified, received approval for, and launched 10 new strategic
business opportunities. The end result? Morale soared, and one project —
a faster product-development process — saved the company $3 million.

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