A leader and physicist’s view on morality, ethics, and judgment

Wrapping up my series on the counterproductivity of leading with morality, ethics, and judgment, I’ll present a model based I got from Einstein.

Without all the emotion judgment can grip you with, you can understand the physics model easily. Then you can apply it to the emotional situation. Then I bet you’ll improve your life.

Before Einstein: the problem of the aether

Before Einstein, people created a concept called the aether. They saw light traveling through a vacuum and figured something must be there, so they created a concept.

For years they looked for properties of it. No one succeeded. You might remember the Michelson-Morley experiment from high school physics that famously couldn’t detect the aether.

That was a problem. People were looking for something they couldn’t find and had no evidence for. They thought they did, which kept them going. They put a lot of energy into solving a problem of their own creation.

After Einstein: solving problems that affect people’s lives

I won’t go into the details, but Einstein’s theory of relativity showed that you couldn’t detect the aether.

I learned an enlightening way of putting it: Relativity doesn’t say the aether doesn’t exist. It says you can’t detect any of its properties and any problem you can solve by imagining it you can solve more easily without it.

The result: people stopped spending energy on something they couldn’t detect and solved all sorts of other problems. Now we have semiconductors and lasers and you can read this over the internet. No aether necessary.

You as a leader

I propose you as a leader consider adopting a model of being judgmental like we now look at the aether. The model doesn’t say you have no basis to judge. It says any problem you’d try to solve by judging you can solve more easily without it.

That’s the value of avoiding judging. You can always do better without it.

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How do you lead when you can’t stand working with someone?

Yesterday I wrote on how to lead people (yourself or others) you disagree with without judging them. I skipped cases where you felt you could not work with the person under any circumstances.

Let’s look at such cases today.

I’m going to treat these cases strategically. Most cases will be unique at the tactical level so you’ll have to figure out how to apply the strategy.

If you can’t work with someone, YOU have a problem

First things first. No matter how bad you think they are, no matter how much evidence you have pointing out their faults and shortcomings, no matter how many other people agree the other person has problems, you have a problem too. I’m not saying they don’t have problems too.

I’m saying you do.

Why?

Because you can’t change enough of their problems for your satisfaction — if you could you’d be able to work with them and yesterday’s post would apply.

You can change your beliefs, behavior, and perspectives. I point out you have a problem to focus you on what you can act on.

In other words, don’t look for blame but take responsibility for making things better to the extent you can (almost a mantra of mine, for those who don’t already know).

Now let’s get out of the way the obvious solution — you can leave. The problem with leaving is that if you leave every time you can’t work with someone, you’ll have a twenty page resume. At any firm larger than a sole proprietorship someone at some time will seem impossible to work with. (I’d suspect at the sole proprietorship too).

Challenges are opportunity

Easily said in the calm outside a storm, but most valuable to remember when you’re in it: resolving challenges with people builds experience people value. Solutions here apply generally to all people problems.

As a retired general manager put it to me once, anyone can pilot a ship in calm weather. The challenge of a captain is can they pilot a ship in rough weather. What do you do when the water turns white, the waves keep you from seeing the horizon, and the winds start gusting faster?

Can you stay calm or do you lose your shit?

I know of only one way to stay calm and pilot a ship in those conditions. The only way I know to solve hard problems. Solve easier similar problems first!

If you have a chance at successfully resolving this challenge, consider using it as a learning experience. If you have alternative you prefer, you can take them, but remember the value you have here — if you change your model to seeing this case as an educational opportunity.

People hire and follow people who can stay calm under pressure.

What works?

Focus on your and your team’s goals and interests, the consequences of your action, and the consequences of their actions. Focusing on right or wrong will bog you and your team in finger-pointing, argument, and defensiveness.

Let’s consider a case. People arguing for considering something right or wrong often bring up extreme cases. “Isn’t it wrong for someone to rape and kill a thousand innocent children? Why should we consider their interests? That person is a monster. Surely you admit everyone would consider that person wrong.”

Ironically, such cases are the easiest to handle as a leader. So many people agree on how to handle someone who did such things, you can call the police and let the law handle the hard work. Again, dwelling in right or wrong doesn’t help. While those people are busy defining right and wrong and forcing people to see things their way to force them into agreement, I’m busy building companies and attracting people to work with me.

Borderline cases are harder to deal with. You catch your boss stealing from the company. Turning them in will bring you down with them, but you expect them to do it again. What do you do?

These challenges are harder. I’ve posted on the first general step before in A solution to all ethics problems.

Focusing on interests and consequences as opposed to rightness or wrongness leads you to a series of questions that will help you create a more successful strategy than just telling the other person they’re wrong, leaving in a huff of self-righteousness, or both.

Considering questions like the following will hurt no one and doesn’t force you to agree with someone you disagree with.

  • What are my interests? Do I want to hurt this person? Help the company? Advice my career? etc.
  • What are this person’s interests? Do they believe stealing is right? If not, what motivated them to do something so risky? Could they be in trouble? Could they want to hurt someone or the company?
  • What would happen if I confronted them?
  • What would happen if I left?
  • What would happen if I told someone?
  • Do I like any of the consequences of the above actions?
  • What other alternatives do I have?
  • Can I use their interests to resolve the situation?
  • What solutions have worked in situations like this before?
  • Whom do I know who has solved such problems before?

To repeat: I’m not advising you to agree with someone you disagree with or to approve of behavior you can’t approve of.

I’m suggesting that if you put judgment aside to approach situations with understanding and intending to achieve your goals, you more likely will. After you’ve achieved your goals, you can always go back and judge things, but I bet you will have resolved them in the process.

Summary

At the strategic level

  • See the situation as opportunity to grow and gain experience to improve your life and make you valuable to others.
  • Focus on interests and outcomes.
  • Ask questions to understand.

Use the results of your strategic actions to guide your tactics.

Enjoy! You’ll look back at situations like this as your most formative times. You may even come to appreciate these people, as I have with ones in my life, for how they helped you grow (which is not the same as liking or approving of them).

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Deciding right and wrong for others and causing them guilt and blame doesn’t help anyone

Prelude: this is about leadership (of others and yourself)

Yesterday I outlined an essay on the counterproductivity of deciding right and wrong for people who disagree with you. Today I’m fleshing out the essay.

The point of this blog is to help people lead — to influence others, to work with them in teams, to negotiate with them, and so on — even when you disagree. So I’ll leave deciding right and wrong for others, figuring that, since some issues haven’t been resolved for thousands of years, you might not resolve them before you have to deliver on your project (or while you improve your life if we’re talking about leading yourself).

Successful leaders ship while attract people to work with them. Today’s post covers how to ship and attract others even when you disagree.

Today I’ll consider disagreements where you can still work with the other person. Tomorrow I’ll consider extreme cases, where under no circumstances would you work with the other person.

People disagree

Has anyone told you you behaved wrong for something you didn’t consider wrong? People would have called you morally wrong for sharing a lunch counter with someone with different skin color. Many considered the idea of women voting or wearing trousers wrong. You can find people today with these beliefs.

The people at the receiving end of that moralizing — you, often — don’t believe they’re wrong. We’ve all been on the receiving end of people moralizing about things we felt so normal they didn’t warrant being called ethical or moral consideration.

People consider their behavior normal or right because they are based on their beliefs

Everyone believes what they do is normal, right, or, if conflicted, at least the best option they can think of when they do it. Their reasons, however logical they sound to themselves at the time, are based in their beliefs and personal preferences.

Those beliefs and preferences are not based in logic, no matter how much anyone thinks they are. Whatever logic they use ultimately rests on premises. Those premises aren’t based on deeper logic. They’re beliefs. If you disagree with another’s beliefs, that disagreement itself shows neither they nor you base your beliefs in something that everyone agrees on.

Everyone either universally agrees on some points or has differing beliefs and preferences. On points on which we agree, we already agree and can work together, no problem. The points that follow apply to imposing beliefs and preferences on others who disagree.

You don’t have to justify your beliefs to anyone (nor they to you)

Regarding beliefs and preferences, you don’t have to justify them to anyone, nor does anybody else. You can look for deeper areas of agreement, but no two people agree on everything. Where you disagree fundamentally, you can’t justify yourself to them, nor can they to you.

Labeling something morally or ethically right means it is consistent with your beliefs and preferences, which need not coincide with anyone else’s.

If your goal is to lead — to ship while attracting people to work with you in the future — you have to ask yourself how much you need others to agree with you if you feel compelled for them to. Can you return to it later, after you’ve shipped?

Imposing your beliefs and preferences on someone else is either redundant if you agree or counterproductive if you don’t.

What makes imposing your beliefs and preferences on others counterproductive?

First, appealing to universals, higher powers, or absolutes works only if you agree what you appeal to is universal, a higher power, or absolute. Maybe you do have perfect access to universal, absolute truth or to a higher power. Right now they don’t agree with you and you need to ship.

As long as they disagree, appealing to your absolutes and higher powers — however right you are (or believe you are) — will sound to them like “I’m right and you’re wrong” and generate disagreement and emotions that repel people, not attract them.

Second, appealing to blame and guilt tends to motivate resentment. Even when guilt and blame work they risk alienating and creating resentment. You mortgage your future as a leader.

Why label an issue as moral or ethical?

Ask yourself why you consider an issue moral or ethical. People disagree on many behaviors that affect others without labeling them moral or ethical. Doing so calls the other person wrong when you disagree. It also forces them to call you wrong from their perspective.

Labeling something moral or ethical presupposes everyone shares the same beliefs and preferences or, if not, that others should adopt yours. We call this moralizing, meddling, being self-righteous, being holier-than-thou, etc. Do you want to work with people like that?

If others behave differently, they obviously don’t share your beliefs and preferences. Trying to impose yours on them doesn’t make your position more ethical or moral, it only means you’re meddling.

If you succeed in making them act as you want against their beliefs, that doesn’t make you right, it only means you were stronger. Leadership through dominance may work sometimes, but it rarely attracts people to work with you.

Consider your own beliefs

Leadership forces you to learn and grow as a leader and as a person. Working with people you disagree with is one of the key places where that happens. It forces you to understand yourself better.

Before considering imposing your beliefs on others — what else are you doing when you call them wrong? — consider your own beliefs.

If you consider an issue moral or ethical, your own beliefs probably conflict

When you consider an issue ethical or moral, examine your beliefs on the matter. You likely have conflicting beliefs. We all do. Perhaps you have some reasons not to eat meat while also holding beliefs against eating meat.

If your beliefs contradict each other, declaring an absolute position misrepresents yourself. You would be more honest to declare yourself torn, concluding you don’t know of any absolutely right answer, you just do the best you can given contradictory beliefs. You might also add everybody else does the same.

People are attracted to leaders who they see as human — that  they understand to have conflicts like everyone else. They recognize when someone is faking perfection, which makes them suspicious and repels them.

Would you rather follow someone who called you wrong and tried to make you feel guilty or someone who agreed that some issues remained unresolved, even within themselves, but understood your beliefs and worked with you anyway?

People who act despite moral or ethical uncertainty — who doesn’t, at some point? — consider some of their behavior right and some wrong. They accept their internal conflict and behave as best they can for themselves. Some issues have remained unresolved for thousands of years. We can’t resolve them all, even internally, within our lifetimes.

Accepting their own internal conflict, they try not to impose part of their conflicted beliefs on others.

What do you do when you’re conflicted or you understand others disagree?

Simply saying you are behaving according to your  beliefs as best you can communicates honestly, genuinely, and authentically.

I don’t see how anyone can fault another for behaving and communicating honestly, genuinely, and authentically.

Remember, none of the above says you can’t decide what is ethically or morally right for yourself, but this post is about how to behave when people disagree.

Also remember, none of the above applies to cases where people agree. If you see someone, say, stealing and they agree stealing was wrong, you don’t have to look within yourself. (You still might try to understand their motivation and internal conflict, since they stole anyway, before acting.)

And none of the above applies to legality, such as how groups of people agree to respond when someone’s behavior conflicts with someone else’s. Legality is a different issue.

We all want to improve our lives. Examining and understanding our personal beliefs and living accordingly tends to achieve that goal. Moralizing to others tends to achieve the opposite.

Trying to understand ourselves, recognizing our contradictions, and stopping moralizing achieves our goals and avoids the opposite. We collaborate more effectively in teams, increase our ability to negotiate, attract other people to work with us, provoke fewer arguments, and so on. We lead.

Tomorrow: extreme cases, where we can’t work with the other person.

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The New York Times had a contest about my post

What a coincidence. The day after my long post on the counterproductivity of moralizing for leading people, using the example of deciding for others whether they should eat meat or not, the New York Times published the results of a contest to do exactly what I described as counterproductive.

No contradiction here — the New York Times’s goal is not to lead people, but to sell newspapers and what works against leaders’ interests (depending on how you want to lead) — polarization and argumentation — works for news media.

This difference in interests illustrates a glaring bias inherent to news reports. Promoting division and argument sells more ads for them — partly answering why we can’t all just get along: news media profits from us not getting along.

By holding a contest, the Times avoids the other major risk of moralizing — loss of credibility. The contestants risk their credibility, but gain a huge voice. The contest helps the Times, but won’t help resolve the issue.

The contest reinforces that people should decide for others what is right, wrong, good, bad, or evil. For this reason, I don’t like it.

Anyway, I didn’t know about the contest until today. If I had I would have submitted something with the main ideas from two days ago.

What I would have submitted

Had I known about the contest before it ended I would have submitted something along the following lines.

  • For any act or behavior, you can find someone somewhere who will call it ethically or morally wrong.
    • You can find people who would call having children ethically or morally wrong.
    • You can find people who would call how a mother raises her child ethically or morally wrong.
    • The people at the receiving end of the moralizing not only disagree, they act and behave as they do without feeling any need to justify it.
  • We have all been on the receiving end of others moralizing about things we felt so normal they didn’t even seem to warrant ethical or moral consideration. I’ll come back to this point.
  • Everyone believes what they do is normal, right, or at least the best option they know of when they do it.
  • Their reasons, however logical they sound to themselves, are based in their beliefs and personal preferences.
    • Those beliefs and preferences are not based in logic, nor on any universal or absolute truth, no matter how much they think they are.
    • Everyone either agrees on some points or has unique beliefs and preferences. (Note that I don’t say we don’t all agree on some points. We may. The points that follow only apply to imposing beliefs and preferences on others who disagree.)
    • You don’t have to justify your beliefs or preferences to anyone, nor does anybody else.
  • Labeling something moral or ethical only means it is consistent with your beliefs and preferences, which may or may not coincide with anyone else’s.
  • Imposing your beliefs and preferences on someone else is either redundant if you agree or counterproductive if you don’t.
    • Why counterproductive 1: Appealing to universals, higher powers, or absolutes also only works if you agree what you appeal to is universal, a higher power, or absolute, and generates disagreement if you don’t.
    • Why counterproductive 2: Appealing to blame and guilt tends to motivate resentment. Even if it works it risks alienating and creating resentment.
  • Asking if something is moral or ethical presupposes everyone shares the same beliefs and preferences or, if not, that others should adopt yours. We call this moralizing, meddling, being self-righteous, being holier-than-thou, etc.
  • If others behave differently, they obviously don’t share your beliefs and preferences. Imposing yours on them doesn’t make your position ethical or moral, it only makes you a meddler.
  • If you succeed in causing them to act as you want against their beliefs, that doesn’t make you right, it only means you were stronger.
  • Returning to my point about if you consider something an ethical or moral issue, if you do, examine your beliefs on the matter. If your beliefs contradict each other (beliefs often do, even within a person), declaring an absolute position misrepresents yourself. You would be more honest to declare your being torn, concluding you don’t know of any absolutely right answer, you just do the best you can given contradictory beliefs. You might also add everybody else does the same.
  • People who eat meat who consider eating meat a moral or ethical choice likely consider some of their behavior right and some wrong. They can accept their internal conflict, behave as best they can for themselves, and, accepting their own internal conflict, not try to impose some, but not all, of their beliefs on others, even to say they are acting morally or ethically. Simply saying they are behaving according to their beliefs as best they can communicates themselves honestly, genuinely, and authentically.
  • The previous point follows for people who don’t eat meat too.
  • I don’t see how anyone can fault another for behaving and communicating honestly, genuinely, and authentically.
  • None of the above says you can’t decide what is ethically or morally right for yourself, but the contest is not asking about personal beliefs.
  • None of the above applies to legality, such as how people agree to respond when someone’s behavior conflicts with someone else’s. Legality is a different issue.
  • In conclusion: we all want to improve our lives. Examining and understanding our personal beliefs and living accordingly tends to achieve that goal. Moralizing to others, which this contest asks us to do, tends to achieve the opposite. I suggest that trying to understand ourselves, recognizing our contradictions, and stop moralizing or getting others to, as this contest was designed to, achieves our goals and avoids the opposite.

I might add that since these points don’t depend on the particular issue — eating meat — they apply to any so-called ethical or moral issue.

EDIT: tomorrow’s post fleshes out the outline above

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Giant marshmallow dreams

People who have met me will recognize my favorite joke to start this Colbert segment, followed by satire on my favorite American things deserving satire — corporate “food” and Americans’ tolerance (passion?) for it. At least one of the products is right out of an Onion piece.

I wonder how outrageous an Onion piece has to be that America can’t catch up to it.

Yesterday’s post was long, so today’s is a couple links to fun and funny videos.

 

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On the counterproductivity of motivating people with guilt and blame — aka moralizing

I liked Michael Pollan‘s Omnivore’s Dilemma, which people have suggested I read for years. I like his perspective on food and “food.” I don’t intend for the following to detract from his overall message, but his chapter 17, “The Ethics of Eating Animals,” makes a great example for leadership.

Leadership means motivating others, which means changing their emotions. Few of us like when others motivate us with guilt or blame, so I find using leading through those emotions counterproductive. Claiming to appeal to absolute measures of right, wrong, good, bad, or evil tend to polarize.

Motivating through guilt or blame with appeal to absolutes has a name: moralizing. Morality, ethics, meddling, being holier-than-thou, self-righteousness, and so on work to some degree, but risking alienating, polarizing, and losing your credibility. After all, everyone believes what they do is right, or at least the best option, when they do it. Plus people argue with you a lot and dig in their heels — achieving the opposite of leadership.

I prefer to motivate people other ways. I don’t believe anyone has better access to any absolute than anyone else — even if they do, others who don’t won’t believe they do. So I believe people discussing ethics and morality thinly veils their attempts to get you to do what they want.

As we’ll see, his moralizing will not likely change anyone’s opinion. It only justifies for himself, and people who already agreed, his behavior. He’ll feel better, but then we’ll see whom he alienates.

Morality in Omnivore’s Dilemma

Pollan’s chapter talks a bunch on morality and ethics. As I see it, he uses them as a straw man to “defeat” to justify his current habits.

Eating meat has become morally problematic, at least for people who take the trouble to think about it. Vegetarianism is more popular than it has ever been, and animal rights, the fringiest of fringe movements until just a few years ago, is rapidly finding its way into the cultural mainstream.

[Paraphrasing:] In recent years philosophers and organizations have given us new reasons to doubt meat is good for our souls or our moral self-regard.

It may be that as a civilization we’re groping toward a higher plane of consciousness. It may be that our moral enlightenment has advanced to the point where the practice of eating animals — like our former practices of keeping slaves or treating women as inferior — can now be seen for the barbarity it is, a relic of an ignorant past that very soon will fill us with shame.

This perspective begs the question, why does he consider eating meat a moral issue? If he had no problem with eating meat, why talk about it? If he had a problem with it, why talk about others’ perspectives instead of dealing with his internal inconsistencies?

He’s talking not about fact, but about belief, which you don’t have to justify, but he acts like it’s fact. But why choose this of all issues as a place to justify behavior? If you believe something is right, why do you have to justify your belief to anyone else?

If he were discussing legality, I’d understand. If you differ on something’s legality you can present your case to a judge, but judges interpret consistency with laws, not personal belief. Even then, judges and juries discount witnesses’ facts, evidence, and biases.

Arguing morality on facts misunderstands where motivation comes from: belief and emotions. Unless you’re trying to obscure your intents to motivate others (or assuage your own guilty feelings), which, we’ll see, seems his intent. But if you feel wrong or conflicted, no amount of attacking others’ beliefs will undo your feelings of wrong or internal conflict. You’ll provoke arguments, though, among people who disagree with you, and surround yourself in an echo chamber of people who agree with you. Counterproductive.

Why not just believe what you believe and live accordingly?

He describes how he “experimented” with not eating meat — experimented in quotes because he seemed obviously intending to find ways to reinforce his previous beliefs — clearly (to me, at least) hoping to assuage his obvious feelings of guilt. I suspect in the process he annoyed his son, who didn’t eat meat, presumably for personal beliefs as opposed to an “experiment” for a book, yet whose beliefs he treats as whimsical.

I found something ironic about a patronizing father, but I doubt the linguistic irony decreased the annoyance for the son. Just because he considers his temporary dalliance of going through the motions of not eating meat seeking ammunition to attack the practice, doesn’t mean his son’s beliefs are equally superficial and insincere.

You can probably tell that his not eating meat and reading on the ethics of eating meat led him to conclude his longtime practice eating it was, drumroll please, right all along.

He continues, later,

Even if the vegetarian is a more highly evolved human being, it seems to me he has lost something along the way, something I’m not prepared to dismiss as trivial. Healthy and virtuous as I feel these days , I also feel alienated from traditions I value.

Highly evolved? Please. He’s implying the other side — I suspect the part of his conscience conflicting with his behavior — claimed some moral high ground, an untenable position, so he could knock it down. He did it before with that “higher plane of consciousness” and “enlightenment” talk. If you feel not eating meat is better, don’t eat it. But don’t act like the better or worseness of it is universal.

It begs the question — why wonder if what you do is wrong unless you personally think it’s wrong? You could say because other people, such as the people and organization he reads and quotes, say so. But you can find people moralizing about any behavior. You can find people to say you shouldn’t have kids, but he doesn’t write a chapter justifying the morality of having kids.

He would only bring up the others if they stated something he agreed with — in which case he doesn’t need to bring them up. He’d probably come across as more authentic and genuine if he directly stated his internal conflict and either resolved it or stated his challenge of living with this conflict. We all have them. Most of us would see him as more human. Instead he looks like a moralizer.

He then lists traditions based in meat, as if the list were comprehensive or he were powerless to change them. Everyone used to use buggy whips, but that tradition changed pretty quickly.

He concludes that because he was raised eating meat he should continue eating meat. He said it in many more words, but that’s the essence. Meaning he hasn’t concluded anything. He justified his behavior based on his beliefs. If you agreed before you’ll feel better. If you didn’t, I bet you’ll feel annoyed and moralized to.

Of course everybody justifies their behavior based on their beliefs. I don’t see a problem with that. Or I wouldn’t if he were more open and honest about it.

He wasn’t open or honest in implying he had some justification that applied to anyone but himself. People do that when they talk about morality. In his case he overstated other people’s morality to appear to undermine it — the straw man fallacy.

What about this post? Is it moralizing?

Am I not doing the same thing — talking about his morality to undermine it?

Talking about morality is not moralizing. I’m definitely communicating my opinion, but I’m evaluating what he wrote based on a goal — influencing others — which I doubt he had. I’m using it as an example if he wanted to achieve that goal since we often do have the goal of influencing others and we don’t want to torpedo our efforts by motivating them to stick to their positions and resent us.

In most of his book you could question him, but he backs up his claims with sources justifying him. Or he talks about personal tastes in food, which are obviously personal. In this part, he opens himself up to criticism he can’t justify and implies they apply to others.

My point?

I am pointing out that avoiding talking about the ethics and morality of your behavior, you get in fewer arguments, undermine your credibility less, and, by surrounding yourself less with an echo chamber, bury yourself less in groupthink.

If instead you talk about the consequences of your actions without judgment — that is, without calling it right, wrong, good, bad, or evil — you invite more thoughtful responses, more potential to learn, and more potential to influence others.

By favoring examining consequences over claiming being right, you gain learning and growth and give up feeling self-righteous or justification for feeling indignant. Again, I don’t call learning and growth better than self-righteousness and indignation. People can draw on the emotions they want.

As for one’s own life and leading oneself, in my experience I find learning and growth improve my life and I like having people in my life who learn and grow. People who create self-righteousness and indignation in their lives, for all I know, create more happiness and reward for themselves. That’s their business. I’ve had that in my life and didn’t find it improved it so I avoid creating those emotions or spending time with people who fill their lives with them.

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North Korea, China, Vietnam, Cuba — a case for humility and understanding

The major “Communist” countries my country invaded or fought during the Cold War without doing so well — I just visited (or smoked a cigar from).

It gives you the opportunity to learn.

The dominant voices in the United States, especially during an election year, cheer that we’re number one. You hardly hear anything else. I can’t imaging a politician disagreeing in the slightest having a hope of election.

Seeing how others perceive us is enlightening and humbling. Each has a major claim to victory over the United States despite overwhelming odds.

China: An elderly Texan oil man in Beijing — a man in any other context I would expect to praise God, country, and the great state of Texas — bluntly told me he’s been living in Beijing for a decade because the United States had long become number two to China.

North Korea: North Korea does what it pleases with little regard to warnings from the United States as it has for decades. It launches rockets, explodes nuclear weapons, counterfeits U.S. currency, and so on at its leisure.

Vietnam: After the U.S. left South Vietnam, the North took over and renamed Saigon Ho Chi Minh City, after the guy the U.S. tried to defeat. The War Remnants Museum (I’ll post about it later), however one-sided, forces you to consider, if nothing else, what we were doing on the other side of the world in a tiny country, bombing them “into the stone age” and “destroying the villages to save them.” I can answer those questions, but the answers never add up.

Cuba: I’ve never been there, so I’ll keep quiet except noting they make a mean cigar.

I stand by what I consider America’s greatest values, but Americans, and America as a country, would benefit through similar understanding and humility. You can’t learn from anyone if you think you’re better than everyone.

Leadership benefits from non-judgmental understanding of other people’s perspectives, even if you disagree. Understanding doesn’t mean agreement. If you don’t understand people’s beliefs, perspectives, values, and motivations, they will not see you as credible and you will limit your ability to influence them. As the U.S. found with these four countries, if you can’t influence them, you are powerless with them, no matter how large your military.

Many people view the United States as a violent imperialist aggressor that has lost wars against much smaller countries it had no reason to invade in the first place. Many Americans disagree. They may even have more facts on their side — I don’t take a position here — but that doesn’t change other people’s perspectives.

If America wants to continue what leadership it has — does any halo of the Marshall Plan linger? — it would do well to understand other people’s perspectives.

Why “Communist” instead of communist?

I put “Communist” in quotes at the top of this post for a couple reasons.

First, I rarely find labels improve communication.

But mainly because China and Vietnam, at least at the street level, appear as capitalist as any place I’ve seen. You couldn’t count the number of small business running on the streets of Ho Chi Minh City. The entrepreneurship is amazing. I couldn’t help but think about how much U.S. laws have come to favor large businesses and impede entrepreneurship.

Anyone who thinks the U.S. is operating at its full potential has no idea what they’re talking about. We have a lot to learn from these countries we think we’re more powerful than yet couldn’t defeat. In particular in areas we consider our strengths and their weaknesses.

Humility and understanding would help a lot.

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Ecology, economy, population growth and Do The Math

I’ve written about Do The Math, the blog that takes a quantitative, scientific, and usually non-judgmental approach to understanding our impact on the environment. I posted on it today for the first time about some questions I’d been thinking about for a while but haven’t approached in that blog’s way.

He has written about increasing his efficiency in using energy. I generally applaud that approach and do it myself, but I wonder about its value in the long-term, given population growth. I wrote the following on a thread on conserving energy in the home and persuading others to.

Regarding efficiency, while I also try to improve mine, I can’t help but put these gains in the context of population growth, mainly driven by having read Limits To Growth.

Gaining a few percent in efficiency, or even factors of two or ten seem to disappear in the face of exponential (or even slower) population growth.

When I talk about population growth, people point out the populations in some countries are declining. Still the overall population is increasing. I can imagine a future where everyone’s consumption balanced what we receive from the sun, but I can also imagine boom and bust cycles of the overshooting that balance and recovering. I don’t know of mechanisms to achieve the former and I don’t know how to avoid the latter.

I’d love to see a quantitative approach. Do you plan to analyze and write on population growth? Emotions can run intense on children and families, so I for one would welcome your non-judgmental approach of simply measuring effects without telling people what to do.

Some big questions to me seem

  1. Is the population leveling off or growing?
  2. How much is the population consuming (mainly of energy, but whatever other resources we need that energy can’t provide), relative to supplies?
  3. If we overshoot the supply, can we reduce our consumption to below that amount and keep it there?
  4. What are the consequences if we can’t? (not sure this one would fit in your blog)

There’s an underlying question of what’s the point of improving efficiency if we can’t stop population growth from causing us to overshoot our supplies. On the one hand, I can’t think of an example of humans cooperating to do something like cap its population. On the other hand, I suspect nature will do it for us if we don’t, so it seems worth trying.

I believe reducing consumption gives us longer to solve the problems of a boom and bust cycle (unlike economic booms and busts, which involve gaining and losing money, population boom and busts could involve gaining and losing lives), but I don’t know what past solutions could apply here.

I write this not to generate anxiety or fear but because I hope we can do something and I’m interested to learn what solutions people have thought of. People get angry, judgmental, and throw up their hands in futility when talking about these things. The point of my blog — and leadership in general — is to understand things in ways to enable doing things about them: not looking for blame but to take responsibility for improving things to the extent you can.

Posted in Blog, Fitness, Nature | Tagged , , , , , | 8 Comments

Perhaps this blog’s most useful and effective advice

For all my lessons learned, the Model, the Method, and so on, if we want to improve our lives, little works more effectively than

  • Eat well
  • Sleep well
  • Exercise

If you do nothing more than the above, you’ll at least have a stable baseline of neutral. Last I checked, no medicine works better than exercise at keeping yourself happy. This advice costs nothing, takes little extra time, and requires no equipment.

If you can’t figure out how to work the above into your schedule, examine your priorities — I suggest doing so until you see how to incorporate those three things into your life.

When you do fit them into your schedule, you will find yourself generally at worst neutral to generally happy, with the ability to improve your mood more if you set yourself to it.

Posted in Blog, Fitness, Tips | Tagged , | 2 Comments

Food, joy, and values

A culture’s food tells you its values — some of its most important ones.

I just had fresh squeezed mango and some mangosteens on the streets of Ho Chi Minh City. They cost almost nothing here. They were as delicious as any fruit I’ve eaten.

Two weeks ago I could barely put another oil soaked vegetable in my mouth in North Korea. We had little choice in where or what to eat. The meat-eaters seemed to enjoy their food more — they gave them more variety — but they couldn’t seem to stop serving what I came to call “Oil soup with a touch of vegetables.” It wasn’t as bad as that, but after eight or nine days without respite, just the smell of oil repulsed me.

I’m almost finished reading Omnivore’s Dilemma, about, among other things, America’s corporate industrial food system.

At least while I’m eating the fruit — or any of the delicious, cheap, freshly made, casual street food readily available everywhere in Ho Chi Minh City — I can’t imagine anyone in Vietnam being that unhappy — at least while they’re eating the food. Meanwhile, I can’t imagine anyone in America feeling that good about themselves or their lives while corporations sacrifice taste and nutrition for profitability and control. As for North Korea, you don’t get any choice except what the government provides.

Next time I want to understand a place, I’ll start by looking at their food and how they serve it. Think about Italy. France, Japan, some hunter-gatherer society far from any civilization. What can you tell about the culture from their food?

You, here, now

Come to think of it, this blog is about improving our own life. Thinking about food makes you wonder: think about your refrigerator and whatever you ate for the past several meals. What do they say about yourself, your identity, and your values?

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