Showing posts with label Neuroscience. Show all posts
Showing posts with label Neuroscience. Show all posts



The book called 'Stolen Focus' by the British journalist Johann Hari, takes a close look at what’s happening, and what’s happened to our collective attention. Hari argues that we’re all becoming lost in our own lives, which feel more and more like a parade of diversions. And it seems to be getting worse and worse every year.

In Stolen Focus, Hari sets out on a global investigative journey into our shortening attention spans. Drawing on more than two hundred interviews with the world's leading experts on attention problems Stolen Focus moves beyond individual solutions towards a collective understanding of a problem facing us all. Only by first solving the attention crisis Hari argues can we turn to fixing the issues we care about most and sustain the attention to build a better society.

Johann Hari is a writer and journalist. He has written for the New York Times, Le Monde, the Guardian, and other newspapers. He was a columnist for The Independent and the Huffington Post, and has won awards for his war reporting.


Key learnings

Our attention spans are shrinking as a result of our accelerated pace of life and speed of communication. The internet, especially the rise of apps and platforms that prey on our focus, has supercharged this attention drain. And it’s not due to a personal flaw or individual weakness. Most of these attention-grabbing methods are intentional; they’re elaborately designed for the very purpose of keeping you distracted. To combat them we need large-scale, systemic change – on an individual level, as well as from the tech designers that invented these systems in the first place.


It’s not just you – everyone is struggling to focus

Unless you’re living off the grid, you’ve probably noticed that it’s getting increasingly difficult to focus. You’re busy all the time, yet you struggle to actually get anything done.

In 2016, Sune Lehmann was having these exact problems. His capacity for deep focus was dwindling, and he was more susceptible to distractions than ever before. Lehmann is a professor at Denmark’s Technical University – so he didn’t simply dismiss the nagging feeling that his concentration was waning. Instead, he spearheaded a study to find out if there was actually evidence to back up his suspicion.

By analyzing various metrics across online platforms, Lehmann and his team discovered something interesting: In 2013, conversation topics trended on Twitter for an average of 17.5 hours before people lost interest and moved on to a new topic. By 2016, that number had dwindled to 11.6 hours. That’s a six-hour decrease in only three years. The study records similar results across platforms like Google and Reddit as well. In short, the more time we’ve spent in online spaces, the shorter our attention spans have become.

So, is it really just the internet that’s eroding our focus? Well, yes. But also no. See, Lehmann also analyzed every book that’s been uploaded to Google Books between the 1880s and today. And he found that this phenomenon actually predates the internet. With every passing decade, trending topics appear and fade with increasing speed. Lehmann’s study is indicative rather than comprehensive, of course. And measuring these metrics isn’t a definitive way to map our evolving attention spans. But, if we accept the premise that our concentration is suffering, the next question is: Why?

It’s difficult to pinpoint precisely, but a good jumping-off point is what think-tank director Robert Colvile calls “The Great Acceleration.” Essentially, the way we receive information is speeding up. In the nineteenth century, for example, news could take days to travel from place to place. Then, technologies like the telegraph, radio, and television sped up the spread of information. On top of this, our information inputs – the different modes through which we receive information – have multiplied. In 1986, the average Westerner ingested the equivalent of 40 newspapers a day through the various available information inputs. By 2004, that figure had risen to an astonishing 174 newspapers worth of information. Today, that figure is almost certainly much higher. The internet has undeniably supercharged this acceleration. Now, information is not only available to us all the time; it actually intrudes on our lives through the ceaseless pings and notifications coming from our laptops and smartphones.

And our brains just haven’t caught up with this acceleration. Research suggests they never will. Our capacity for focus is an emergent field of study. But research in the area of speed-reading suggests that there’s a finite limit to how quickly we can process information. And, as neuroscientists point out, the cognitive capacity of the human brain has not significantly changed in the last 40,000 years. The amount of information we put into our brains has, however, stratospherically increased. It’s really no wonder we sometimes find it difficult to focus.


Apps and online platforms are addictive by design, not by accident

Facebook, Instagram, Twitter – the fact that these apps and other online platforms suck so much of your time isn’t a design flaw. They’re supposed to be addictive. After all, there’s a reason Silicon Valley calls its customers “users.” And where did this design originate? It originated at the Persuasive Technologies Lab at Stanford University. In the early 2000s, the lab asked whether the theories of influential behavioral psychologists could be incorporated into computer code – in other words, it asked whether tech can change human behavior. And the answer to that question was yes tech can change human behavior.

One of the psychologists studied in the lab was B. F. Skinner. Skinner was famous for the experiments he conducted on rats. He’d present a rat with a meaningless task, like pushing a button. But the rat showed no interest in doing this. So Skinner modified the task. Now, every time the rat pressed the button, it would be rewarded with a pellet of food. Rewards would motivate animals, Skinner found, to carry out tasks that had no intrinsic meaning to them. Skinner inspired the creation of other buttons you might recognize: like buttons, share buttons, and comment buttons. Those little hearts and emojis and retweet buttons aren’t design quirks; they’re programming us to use social media in addictive ways by rewarding us for the time we spend on the platforms.

These buttons keep us engaging longer. But they’re only one of the many design elements geared at keeping us online. Here’s another one: the infinite scroll. Back in the early days of the internet, web pages were just that: pages. Sites often comprised multiple pages; when you got to the bottom of one, you clicked through to the next. The bottom of each page offered a built-in pause. If you wanted to keep browsing, you had to actively decide to click ahead.

That is, until Aza Raskin stepped in. Raskin invented the infinite scroll – the endlessly refreshing feed of content that now features on the interface of nearly every social media platform, giving the impression that there is a never-ending supply of content. If likes and shares encourage users to stay online longer, the infinite scroll encourages users to stay online in perpetuity.

Raskin, however, has come to regret his invention. At first, he thought the infinite scroll was elegant and efficient. But he became troubled when he noticed how it was changing online habits – including his own. Noticing that he was spending longer and longer on social media, Raskin started to do the math. He estimates that the infinite scroll induces the average user to spend 50 percent more time on platforms like Facebook and Twitter.

The business model of most of these platforms is predicated on time – or, as they call it, engagement. This refers to how much time a user spends interacting with a product. That’s the metric tech companies use to measure their success – not money, but minutes. But money does play a part, too. Because the longer you spend “engaging,” the more chances the companies have to sell advertisements. The more you engage, the more companies track your behavior and build a profile uniquely designed to target you with specific ads. We don’t pay for platforms like Facebook and Instagram with our money. But we do pay with another precious, finite commodity: our attention.

In Silicon Valley, time equals money. The money is theirs. And the time – the attention – is yours.



Algorithms privilege outrage over community

Online platforms erode our focus and exploit one of our most precious resources – our attention – for their own financial gain. But these same platforms can be a force for good, strengthening community and driving collective action.

To better understand this potential, let’s travel to the Complexo do Alemão favela in Rio de Janeiro, Brazil. The Brazilian government takes a militant approach to this crowded, low-income area, routinely sending in tanks to suppress unrest. And it’s an open secret that the police shoot to kill. When innocent kids get in the way of their bullets, the police plant drugs or weapons on them and claim self-defense.
Raull Santiago lives in Alemão. He also runs the Facebook page “Coletivo Papo Reto,” which collects and disseminates videos of the police shooting innocent people. The page has galvanized many favela-dwellers to rally against their treatment. And it has shifted the tide of public opinion in Brazil, where favelas like Alemão are often reviled. But the situation in Alemão has only gotten worse since the election of Brazil’s far-right president, Jair Bolsonaro. And here’s the thing: Bolsonaro’s victory, like Coletivo Papo Reto’s success, can also be partly attributed to Facebook. Bolsonaro’s campaign inundated social media with clickbaity, fear-mongering campaigns – and he ended up getting elected.

What connects us can also divide us. Lately, it feels like online platforms have been much more intent on dividing than connecting. And it all has to do with algorithms. The content you see on this infinitely refreshing page isn’t ordered chronologically. It’s arranged by an algorithm that is programmed to feed us content that keeps us scrolling longer. It’s easier to disengage from calm, positive content. But if something strikes us as outrageous or controversial, we tend to keep looking. It’s part of a psychological phenomenon called negativity bias – that is, negative experiences impact us more than positive ones. So it’s in social media’s interest to literally provoke its users.

The algorithm has no ethics. It doesn’t condone or condemn; it just codes. But the people watching it feel, believe, and judge. For some, the more they’re exposed to misinformation, the more normal – even credible – it seems. A 2018 study that analyzed extreme right-wing militants in the US found that the majority of them were initially radicalized on YouTube.

You may not engage with misinformation online. You might put down your phone or close your laptop when you feel outraged by what you see online. You may choose not to spend your attention on provocative content. But this still affects you. See, when online platforms privilege divisive, shocking content, they also corrode our power for collective attention – our ability, as a society, to focus on issues that affect us.

Back in the ’70s, scientists discovered that there was a hole in the Ozone layer. It had been created by a group of chemicals called CFCs, which are commonly used in hairsprays. The scientists issued a warning: if the hole in the ozone grew, we would lose a crucial layer of protection against the sun’s rays. Life on earth as we knew it was at risk. Activists campaigned against the use of CFCs. They persuaded their fellow citizens to join the cause. Eventually, they put enough pressure on governments that the use of CFCs was banned. This is an environmental success story. But the outcome might have been different if we hadn’t focused our collective attention – first on the science, then on the arguments of our fellow citizens, and finally on the group effort of lobbying the governments for a total ban on CFCs. Would we be able to collectively train our focus on a similar issue today? Climate change poses a real and present danger to life on earth. But as a species, we can’t seem to absorb the science – or even agree on whether we should be listening to scientists in the first place.

Social media can be a powerful force for good. But rather than harness this force, platforms like Facebook are intent on exploiting our attention – and, as a consequence, they’re sowing division and controversy.

Recently, Facebook conducted an internal investigation called “Common Ground.” Its aim was to uncover whether the company’s algorithms really did promote controversy and misinformation to keep users engaged. According to the report, the findings were very clear: “Our algorithms exploit the human brain’s attraction to divisiveness.” Facebook hasn’t done very much about this disturbing finding, however. And neither have we. We’re too busy infinitely scrolling.


Ditch multitasking – recovering focus is about finding flow

It’s easy – and not inaccurate – to blame our shrinking attention spans on our devices and the easy access they offer to an attention-sucking online world. But, like an artfully cropped Instagram snap, that’s not the whole picture. See, there’s a fundamental flaw in the way we frame “focus.”

We live in an accelerating, consumerist society – one that values speed and output. And in this climate, we’re encouraged to “quantify” our attention in terms of what immediate results it yields. Our focus is a resource that allows us to produce, to earn, to tick items off our to-do lists. And that’s where multitasking comes in. The more we can simultaneously achieve, the better our focus is spent. So why not distribute our attention across several tasks at once? Well because, as it turns out, humans are really bad at multitasking. The word “multitask” was coined by computer scientists in the ’60s to describe the function of computers with multiple processors. It was never meant to be applied to humans. After all, we only have one processor: our brain.

When we multitask, we’re not simultaneously performing several tasks at once. We’re switching between them at hyperspeed. And every switch incurs what’s called a “switch-cost” effect. When you switch between tasks – or when you’re interrupted mid-task – your brain needs to recalibrate, which decreases your mental performance. A study commissioned by Hewlett Packard compared a group who worked on a task uninterrupted with a group that was distracted during the course of their task. The study found that members of the distracted group temporarily dropped an average of ten IQ points while they were completing their task.

In a work climate that values multitasking as a sign of peak productivity, distraction is practically encouraged. We’re constantly answering emails, participating in multiple conversations about multiple projects, and working across three or four different computer screens. In fact, in the US, the average white-collar worker spends 40 percent of their time engaging in so-called multitasking.

Luckily, there is an antidote to multitasking – a way of approaching tasks that cultivates deep focus. The psychologist Mihaly Csikszentmihalyi first identified this state, which he called “flow.” You find your flow, Csikszentmihalyi theorized, when you become so absorbed by a task that you lose all sense of your surroundings and are able to access a deep well of internal focus. In flow, your focus becomes deeper and better, and you’re far less susceptible to distractions.

The good news, according to Cskiszentmihalyi, is that everyone can access flow – as long as they meet a few key conditions. 
  1. First, the task you’re tackling needs to be intrinsically rewarding; when you’re in flow, it’s the process rather than the product that engages you.
  2. Second, the task should be challenging enough to demand your full attention – but not so difficult that you’re tempted to give up on it.
  3. Finally, monotasking is essential. To tap into that wellspring of focus, you need to direct all your mental energy toward a single task.

High-performing individuals like athletes, musicians, and scientists often attribute their achievements to their ability to access flow states. But in a society that has decided multitasking is a virtue – and that values speed and output over deep focus – the average person is finding it harder and harder to achieve flow.



We can get our attention back

In a world obsessed with multitasking, making room for other forms of focus, like flow, is a radical act. And it’s possible – but it’s not as simple as slowing down and switching off. Activating airplane mode won’t do much as long as you live and work in a system that encourages you to multitask, privileges productivity at all costs, and encourages you to spend increasing amounts of time in online spaces designed to sap your focus. It’s the system itself that needs to change.

Luckily, change may be on the horizon in Silicon Valley, where disillusioned designers are beginning to push back against our attention crisis. Former Google engineer Tristan Harris, as well as Aza Raskin – yes, the same Aza who designed the infinite scroll – want to see a non-predatory social media rise from the ashes of our current attention spans. Social media was designed to steal our attention. But Harris and Raskin are certain it could be redesigned to give our attention back. What would this new social media landscape look like? They have a few ideas.

The infinite scroll would be turned off, for one thing. All those little “rewards” like hearts and likes and shares might be turned off, too. You could instead receive a daily roundup of what’s happened on your feed, designed to discourage you from checking multiple times a day. And technology’s power to influence human behavior could be used for good. You could tell the platform how much time you wanted to spend online, and it could work with you to achieve that goal. It could help you achieve other goals, too. Want to try going vegan? The platform could connect you with online groups that share vegan recipes. Concerned about climate change? The platform could link you up with local activist groups, both on and offline. 

Around the globe, real pushback against our collective attention crisis is seeing inspiring results. Perpetual Guardian, a New Zealand company, instituted a four-day work week. Employees have since reported a better work-life balance, the ability to focus deeper for longer, and decreased susceptibility to distractions. And it’s not just employees who are reaping the benefits. Shorter workdays and workweeks enable deep focus instead of performative multitasking, and they encourage workers to avoid workplace distractions – like sneaking a scroll through social media when the boss isn’t looking. In fact, when a Toyota factory in Gothenburg cut its workday by two hours, workers actually produced at 114 percent of their previous capacity, and the factory reported 25 percent more profit.

In France, the escalating demands on our focus are seen for what they are: a health crisis. French doctors grew concerned about the rising number of patients experiencing “le burnout” and took those concerns to the government. Now, companies with over 50 employees have to formally agree on the limits of their workweek – meaning it may actually be illegal for a French boss to send their employees emails over the weekend.

In the big picture, these are all small changes. But they should leave us feeling optimistic. They show that there are solutions to this collective attention crisis. We can reclaim our attention . . . if only we can focus on the task at hand.


Actionable advice

Don’t focus harder on your task – instead, let your mind wander.

Doing nothing is actually a valuable form of focus because it facilitates creativity, which arises when you make unexpected mental connections and associations. The longer you can let your thoughts drift, the more unexpected associations your mind can create – which just might help you reclaim some of your stolen focus.



'The Attention Merchants' is a book written by Tim Wu, author, activist and law professor at Columbia University. Wu is also known for coining the term 'net neutrality'– the idea that the oligopoly that owns our internet infrastructure shouldn’t charge differently for different kinds of data. In his book The Attention Merchants, he targets another kind of corporate domination, the industry that monopolises our attention.

This book is a revelatory look at the rise of the 'attention merchants', the advertising marketeers who influence and control our consumption in ways previously unimagined. An 'attention merchant' is an industrial-scale harvester of human attention, a firm whose business model is the mass capture of attention for resale to advertisers.

In nearly every moment of our waking lives, we face a barrage of advertising enticements, branding efforts, sponsored social media, commercials and other efforts to harvest our attention. Over the last century, few times or spaces have remained uncultivated by the 'attention merchants', contributing to the distracted, unfocused tenor of our times. Tim Wu argues that this is not simply the byproduct of recent inventions but the end result of more than a century's growth and expansion in the industries that feed on human attention.

Wu makes clear that attention merchants grow ever-new heads, and their means of harvesting our attention have given rise to the defining industries of our time, changing our nature - cognitive, social, and otherwise - in ways unimaginable even a generation ago.




Key learnings

  • about the subtle inner workings of branding
  • why social media is so addictive
Over the course of the modern era, the business of advertising has experienced several dramatic shifts. From the small, informational notices that used to populate newspapers to the algorithmically driven internet ads of today, advertising is a field with a rich and compelling history. 


Newspaper advertisements used to be strictly informational until one New York paper change the game forever

Ads in the earliest newspapers, which date back to the start of the eighteenth century for the most part were informational. They weren't as persuasive or loaded with gripping rhetoric. Instead they were simply there to impart facts. 

Then in 1833, a young journalist and businessman named Benjamin Day changed everything. Day set out to launch his own newspaper called the 'New York Sun'. To reach a large audience, he began selling each copy for just a penny. With rival papers like the New York Times, the Morning Courier and the New York Enquirer each selling for six cents per copy, Day's paper was a much more affordable option. However, selling paper so cheaply was bound to generate a loss, as the cost of production would exceed the income from sales. 

To overcome this obstacle, Day invited businesses to place ads in his paper, charging them a fee for the exposure. Within just months, the paper had become an enormous success, selling thousands of copies a day. By the end of the year, the advertisements were bringing massive surplus. Within two years, the paper was number one in New York city.

Day had shown, unintentionally, how a newspaper could be about more than just news. It could also do business and literally resell the attention of its audience.



Advertising was used to make a fortune on useless medicine and reinforce the British Army during World War 1

It’s not exactly common knowledge, but early in the twentieth century, advertising for commercial over-the-counter medicine, or medicine as it was then known, was revolutionised. This shift was the work of Claude C. Hopkins, an innovative ad man and copywriter, then colloquially referred to as a “scheme man.” For several years, Hopkins wrote ads for Dr. Shoop’s Restorative, a company that sold patent medicine. While there, he came up with a plan for “direct mail” advertising, what we now lovingly call “spam mail.”

From there he went to Chicago, where he was recruited by Douglas Smith to advertise his product, Liquozone. Liquozone was comparable to most other patent medicines in that it promised to cure just about whatever ailed you, from a cough to cancer and even malaria. Hopkins then continued innovating by coming up with the idea of free samples. Millions were lured into making purchases only to later realize how useless the medicine actually was. Nonetheless, Hopkins was content; by 1904, he and Smith had raked in the modern-day equivalent of $100 million in revenue.

But attention harvesting wasn’t just a cash cow for patent medicine. As World War I ignited across Europe in 1914, advertising was even used to raise an army. Leading up to the invasion of Germany, Britain was in dire need of reinforcements for its military. With a series of victories under its belt, the German Imperial Army was almost 4.5 million strong compared to Britain’s army of just a few hundred thousand.

So, the British army expanded its forces through a series of comprehensive, state-run advertising campaigns, also known as propaganda. They plastered the country’s buses, buildings and telephone poles with posters that declared the country’s need for army volunteers to ensure the nation’s survival. The plan worked perfectly and, by 1915, around 2.75 million men had enlisted of their own free will.


In the 1920s, advertising and branding became more methodical

In the years after World War I, advertising moved forward into a new age. Twenty years into the twentieth century, a new term became quite popular: scientific advertising. It referred to a new view of advertising as a calculated practice involving specific approaches that could be sure to grab an audience’s attention. From then on, there was no element of chance about it; advertising was considered to be a science like any other.

One of these “scientific” approaches was demand engineering, which wasn’t just about creating demand for a product, but about advertising a problem. Generally, these problems would be ones that people didn’t even know existed, and were often entirely fabricated. Naturally, the perceived problem was then utilised as a means to get people to buy a product that claimed to solve it.

A prime example of this concept in action was the case of a toothpaste produced by Listerine, which launched an advertising campaign that used a clinical sounding term, “halitosis,” to refer to bad breath and suggested that having this condition would make you deeply unpopular. Demand for the product skyrocketed as a result, as did the company’s revenue: Listerine’s annual earnings went from $115,000 in 1922 to a whopping $8 million in 1929.

And demand wasn’t all that was being engineered in the 1920s – reputations were too. While we now simply call this practice branding and see it as an essential aspect of any business, it was the advertisers of the 1920s who realised that a good reputation could simply be engineered. A company didn’t have to put in years of hard work and dedication to earn the trust of its customers; instead, a brand could simply be devised and broadcast.

For instance, the copywriter Theodore MacManus brought Cadillac cars to the summit of their market through the subtle branding that Cadillacs carried “The Penalty of Leadership.” The implication was that no product could become a world standard without inspiring, and having to deal with, the envy of others. To see how well this worked, you need only consider the fact that the word “Cadillac” is to this day used as an adjective to describe something of the highest quality in any context.


Radio and television were the successful attention-grabbers of the twentieth century.

During the first few decades of the twentieth century, advertising was primarily focused on public space. But as the 1920s came to an end, that all changed. Radio advertising was becoming the new big thing, piping its message right into the homes of consumers. Sellers could now sponsor radio content like serial programs or orchestral performances that aired regularly. This was to the tremendous benefit of sponsors, since the mere mention of a company’s name was a great way to attract attention.

Take the toothpaste brand, Pepsodent. When the public found out that Pepsodent toothpaste didn’t actually contain any cleaning agents, sales of the product plummeted. Not only that, but toward the end of the 1920s, competition was getting stiffer in their sector, with many more dental hygiene products entering an increasingly lucrative market. So, to reclaim its place in the market, the general manager of Pepsodent, Walter Templin, invested in and began sponsoring Amos ‘n’ Andy, one of the earliest “prime-time” serial radio programs, which turned out to be a tremendous success. By 1931, 40 to 50 million listeners out of a total US population of around 120 million were tuning in every night to follow this enthralling soap opera. And every night, those same listeners heard the sponsor’s message, praising the incredible new formula of Pepsodent.

But radio’s time in the spotlight wouldn’t last; just a few decades later, television stepped into its place. By the 1950s, TVs were in the homes of countless Americans, grabbing their attention in a most captivating way.The number of home televisions in the United States rose from just nine percent in 1950 to 72 percent in 1956. And TV was so good at holding the attention of its audience that, by the close of the 1950s, the average viewer was spending five hours a day in front of the tube! An advertiser's dream!


Email made it easier to reach people and grab their attention.

So TV transformed advertising in the 1950s, but it wouldn’t be long before a new ad revolution began to swell with the launch of the internet. This groundbreaking technology entered its infancy just two decades later, in the 1970s. However, at its outset, the internet wasn’t very useful – it would take the invention of email to begin connecting people in a truly revolutionary way.

It began in 1969, when the internet formed a network that allowed research organisations to share files between universities like UCLA and Stanford, as well as companies like IBM and government contractors like Bolt, Beranek and Newman, or BBN.

From there, in 1971, a young computer scientist at BBN by the name of Ray Tomlinson took the fledgling internet a step further by launching a system for sending not just files, but messages too.
It wasn’t long before it took off and a 1973 survey found that emails comprised 75 percent of all network traffic.

But why is email so effective at grabbing our attention? Because emails act like rewards. Consider the theory developed by the renowned scientist B.F. Skinner, who states that human behavior, just like that of animals, is controlled by stimuli, like rewards and punishments. When such stimuli occur, the actions that prompted them are reinforced or discouraged accordingly. This theory is known as operant conditioning.

But how does this relate to email? According to scientist Tom Stafford, every time we get a nice email or digital message, we get a little boost, like a reward. As this feels good, we continue searching for another one, meaning we constantly refresh our inboxes in the vain hope we’ll get another reward soon.
It’s no wonder advertisers love to send us email after email.


The internet offered a new opportunity to harvest attention, but it wasn’t immediately clear how to use it.

Google has become utterly ubiquitous in modern life, so much so that it has, of course, become its own verb. And it’s rise has been no accident. Google was founded in the late 1990s, at a time when the internet was becoming more and more crowded and relevant content was becoming harder to find. It was nothing like TV, where you could easily move from channel to channel, knowing what you were looking for. Google thus made a name for itself as a way of solving this issue.

Its search engine went above and beyond competitors like Yahoo!, Lycos and AltaVista by way of a powerful algorithm, tight code and simple design. As a result, it rapidly became the number-one choice for internet users. As a result, Google could harvest loads of attention. While it wasn’t immediately clear to the founders, Sergey Brin and Larry Page, how to monetize that attention, they soon found a way: advertising.

But this was not to be the regular, nonstop bombardment style of traditional ads. Google’s founders were determined to maintain their transparent, algorithm-driven search engine and keep it free of bias. In other words, they didn’t want companies to be able to buy their way to the top of search results.<So, in collaboration with the Canadian mathematician Erik Veach, Brin and Page invented a new system known as Adwords, an advertising tool that only displays advertisements that are relevant to a user’s interests. Therefore, if a Google search isn’t clear enough to identify a specific need or interest, no ads will appear.


Celebrities capture our attention like no other entity.

Celebrities are powerful attention harvesters around which a lucrative industry is centered. Consider the incredible success of People magazine, a publication focused solely on celebrities, published by the renowned Time-Life Inc. When the first issue of People hit the newsstands in 1974, it sold around 1 million copies. But despite decades of academic inquiry, there are still no convincing explanations for why celebrities captivate our attention so thoroughly. That being said, the powerful reaction that celebrities prompt in average humans has led many scholars to draw parallels with traditions of worship that are commonly known to involve descriptions of transcending the banality of life and getting a glimpse of the extraordinary or the infinite.So, even though we aren’t sure exactly why, the lives of celebrities remain a constant pull on our attentions.




Former FBI agent Robin Dreeke shares his simple toolkit for assessing who you can trust and who you can't. Dreeke has worked for two decades as a behaviour analyst in the FBI, through that experience he has developed a knack for reading people, their intentions, their capabilities, their desires and their fears. This book is a manual to be able to quickly and easily determine who you can trust and who you can't. It helps readers to determine who is likely to deliver on promises and who will disappoint, and when a person is vested in your success versus when they are actively plotting your demise. 

So much of your success, from your career to your family life depends on being able to differentiate between people you can trust and people you can't. This book teaches the subtle behavioural signs the people around you are giving off and how you can read those signs to make better decisions about whom to trust. It teaches you how to gather data that really matters about a person, from the language they use to their past behaviour to their personal appearance. You'll learn to look beyond the obvious to the hidden and reveal the true inner character. This is a how-to-guide to decide which people you should never let go and those you should keep at a distance.


Key Learnings

  • The three personality traits of emotionally unstable people
  • Why you can't trust someone who can't apologise
One of the most predicable things about human beings is that we will almost always act in our own best interests. This might sound selfish, but doing what's right for us is also healthy and necessary for our survival. So when you're trying to determine how someone will act in the future, think about that they want. Then you'll know how they will behave.


People's behaviour can often be predicted by their circumstances

When you're trying to predict how someone will act towards you, consider how much immunity do they have from the consequence of their behaviour. It's often said that power tends to corrupt, sadly this tends to be true. When someone has a lot of power, perhaps in the form of wealth or high status position, then they have the freedom to behave badly. The reason for this is, the are protected from the consequence of their behaviour. It's harder to predict how a powerful person will behave because in many situations they can do whatever they like.

The flip side it's easier to predict the behaviour of someone who is highly vulnerable. A vulnerable person is easier to punish when they break the rules, so they often feel they must behave a certain way and that makes their actions more predictable.

To accurately size someone up, bear in mind how long your relationship with that person is likely to last. This matters because, in shorter relationships, people are more likely to behave badly because they won't be around to face the consequences of their behaviour. On the other hand, a longer relationship leaves a lot more time for them to be either rewarded or punished for their actions, so thee is a stronger incentive to behave well. 

Intuition is unreliable, it usually means we trust those we like and distrust those we don't which is not always accurate. Intuition can't predict behaviour.


Put your trust in those who believe that they win when you win

It's important to identify those individuals who believe that your success is their success too. These people will go to great lengths to help you achieve things. They will shield you from negative outcomes and identify ways to further your interest. 

  1. Look out for people who are happy to adapt their working style to fit yours and who are willing to work at your pace. They're showing you that they will inconvenience themselves to help you reach your full potential.
  2. People who are invested in you are willing to do you favours, even when you don't ask for them. Interestingly, helping you out actually makes them even more disposed to like you. The reason for this is, disliking someone after helping them creates cognitive dissonance (Benjamin Franklin Effect). This is the uncomfortable sensation of behaving one way and feeling a different way. People tend to try to avoid cognitive dissonance. So, if a person helps you, that person's feelings toward you will also improve.
  3. It's crucial to identify the people who do not think that your success is their success, especially in the workplace. It you're working for someone who isn't invested in your future, it might be time to consider seeking new professional opportunities.

You can't trust someone who doesn't trust you

Human relationships often boil down to one simple question, 'Can I trust this person?' But if you want an accurate answer, then you're going to have to ask yourself something else too: 'How much do they trust you?'

First try to put your ego aside during conversations. When we see someone displaying egotistical behaviour, it makes us defensive, suspicious and cold. We don't trust self-centered people to be fair to us which makes us behave unfairly toward them. It's the only way to make sure we won't get cheated. So to gain people's trust make them feel as if you're interested in them rather than yourself. Never boast and don't even mention your achievement unless you're specifically asked. Another way to gain trust is to make others feel validated. Once people feel validated they will feel comfortable enough to be their authentic self and trust will soon follow. 

Unsurprisingly we are more likely to trust givers than takers. To boost trust levels in any relationships, try to give other people more than what they expect from you (hmmmm.... not entirely sure about this). Most people remember when their expectations have been exceeded and act generously in return. 


Most of the ways we assess people's reliability are unreliable

Ways to gauge whether a potential recruit is reliable is, instead of exploring their professional history try to get a feel for an applicant's whole life. Someone who is competent and reliable in the workplace tends to be like this in every other area of life too. People who aren't competent on their own time probably won't be on yours either. Pay attention to self-presentation. Unreliable people are often careless with their appearance. When potential recruits seem to neglect personal appearance, they are telling you that they are unhappy with themselves.



One of the best indications of future behaviour is past behaviour

One pattern of behaviour is loyalty. If someone has your back when it would be easier for them to bad-mouth you, that's a sign that you can trust them in the future. 

One negative behaviour pattern that should be a trust deal-breaker is when someone repeatedly gossips to you about other people. 

This is an indicator of underlying insecurity. Insecure people tend to judge others to feel better about themselves. Tread carefully because you never know when you will become the subject of one of their tales. 

On the other hand, a positive behaviour pattern is when someone always walks away when the conversation turns to gossip. This tells you that this person is a healthy, secure person who is not interested in dwelling on the problems or minor flaws of others. They are only interested in having healthy relationships.

Most dangerous behaviour is inconsistency. Be wary of people who constantly behave in unpredictable ways and have a track record of not doing what they say they will. Such people are showing you that they can't be trusted. In a crisis situation there is almost nothing worse than an inconsistent person. 


Trustworthy people use simple language and aren't afraid to apologise

Trustworthy people tend to speak simply and clearly. This is because they are confident and secure in their ideas. They have no need to dress them up with long words or florid sentences. In contrast, untrustworthy people tend to be insecure and will often confuse you with complex language. They do this to conceal a lack of confidence, either in themselves or in their ideas. Also, don't be fooled by people who talk very fast or who are overly smooth. People you can really trust are straight-talkers and don't need a lot of words.

People you can trust also use words like often, sometimes, and frequently, rather than words like always or never.

Look out for people who use this sort of absolutist language because it tends to provoke conflict. In the real world, absolutes are rare and so it's dishonest to frequently use words like "never". Instead look out for people who use more moderate words like "often" or "sometimes". This tells you that they are fairer, more honest and more keen to keep the peace with other people. 

It's also a good idea to keep your distance from people who can't fully apologise for their mistakes. Errors is part of being human. Trustworthy people can shoulder blame, apologise and move on. Whereas untrustworthy people will become defensive. 


Emotionally unstable people have certain traits that you should look out for

When you're considering placing your faith in someone you'll need to consider how emotionally stable they are. What are their default mindset? 

Emotionally unstable people often have what is a "3-P Personality"
  1. They believe that any hardship they experience is permanent. They can't understand that nothing lasts forever - even misfortune.
  2. They struggle to compartmentalise their life. All problems they face are pervasive, affecting every part of life. You might try to persuade them that they can compartmentalise their life but you can't change their outlook.
  3. They believe that everything that goes wrong is their fault. They personalise every misfortune. Emotionally unstable people also tend to have victim mentality. They can't differentiate between big problems and small ones. In their minds, minor issues spiral into terrifying catastrophes. What's more, fear is a highly contagious emotion. So think twice before you trust anyone who seems to turn small challenges into disasters. 
Emotionally stable mindset is ruled by love, not fear. This loving mindset primarily finds its expression in appreciation. Emotionally stable people are grateful for what they have. No time is wasted with anxiety about what they lack. Stable people tend to be at peace with themselves. They like who they are and as a result, they come across as accepting and pleasant. 

In contrast, emotionally unstable people are usually dissatisfied with themselves. This makes is difficult to form good relationships with them. People who don't like themselves, they don't tend to like anything else either and that probably includes you.


'Atomic Habits' looks at how to make positive changes in your life and the easiest way to bring about positive change is to cultivate the right habits. In this book you will discover all about habits, what they are, how you can form them, and crucially, how you can make the best ones stick. Atomic habits is written by James Clear who is an American journalist. Clears reveals exactly how these minuscule changes can grow into such life-altering outcomes. He uncovers a handful of simple life hacks (the forgotten art of Habit Stacking, the unexpected power of the Two Minute Rule, or the trick to entering the Goldilocks Zone), and delves into cutting-edge psychology and neuroscience to explain why they matter.





Summary & Key Learnings

The Fundamentals - Why Tiny Changes Make a Big Difference

1. The Surprising Power of Atomic Habits
2. How your Habits Shape Your Identity (and Vice Versa)
3. How to Build Better Habits in 4 Simple Steps

The 1st Law - Make It Obvious

4. The Man Who Didn't Look Right
5. The Best Way to Start a New Habit
6. Motivation Is Overrated; Environment Often Matters More
7. The Secret to Self-Control

The 2nd Law - Make It Attractive

8. How to Make a Habit Irresistible
9. The Role of Family and Friends in Shaping Your Habits
10. How to Find and Fix the Causes of Your Bad Habits

The 3rd Law - Make It Easy

11. Walk Slowly, but Never Backward
12. The Law of Least Effort
13. How to Stop Procrastinating by Using the Two-Minute Rule
14. How to Make Good Habits Inevitable and Bad Habits Impossible

The 4th Law - Make It Satisfying

15. The Cardinal Rule of Behaviour Change
16. How to Stick with Good Habits Every Day
17. How an Accountability Partner Can Change Everything

Advanced Tactics - How to Go from Being Merely Good to Being Truly Great

18. The Truth About Talent (When Genes Matter and When They Don't)
19. The Goldilocks Rule: How to Stay Motivated in Life and Work
20. The Downside of Creating Good Habits

Conclusion: The Secret to Results That Last


The key learnings from this book:
A tiny change in your behaviour will not transform your life overnight however, turning that behaviour into a habit that you do every day will lead to big changes. Changing your life is not about making big breakthroughs or revolutionising your entire life but it's about building a positive system of habits. When those habits are combined they delivery remarkable results.

Actionable advice:
Use habit stacking to introduce new behaviours which is building a new habit by stacking it on top of an existing habit.


The Fundamentals - Why Tiny Changes Make a Big Difference

1. The Surprising Power of Atomic Habits

Books own chapter summary:
  • Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run.
  • Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential.
  • Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient.
  • An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results.
  • If you wan better results, then forget about setting goals. Focus on your system instead.
  • You do not rise to the level of your goals. You fall to the level of your systems.

2. How Your Habits Shape Your Identity (and Vice Versa)

  • There are three levels of change: outcome change, process change, and identity change.
  • The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become.
  • Your identity emerges out of your habits. Every action is a vote for the type of person you wish to become.
  • Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity.
  • The real reason habits matter is not because they can get you better results (although they can do that), but because they can change your beliefs about yourself.

3. How to Build Better Habits in 4 Simple Steps

  • A habit is a behaviour that has been repeated enough times to become automatic.
  • The ultimate purpose of habits is to solve the problem of life with as little energy and effort as possible.
  • Any habit can be broken down into a feedback loop that involves four steps: 
    1. cue
    2. craving
    3. response
    4. reward
  • The Four Laws of Behaviour Change are a simple set of rules we can use to build better habits. They are:
    1. Make it obvious
    2. Make it attractive
    3. Make it easy
    4. Make it satisfying



The 1st Law - Make it Obvious


4. The Man Who Didn't Look Right

  • With enough practice, your brain will pick up on the cues that predict certain outcomes without consciously thinking about it.
  • Once our habits become automatic, we stop paying attention to what we are doing.
  • The process of behaviour change always started with awareness. You need to be aware of your habits before you can change them.
  • Pointing-and-Calling raises your level of awareness from a non-conscious habit to a more conscious level by verbalising your actions.
  • The Habits Scorecard is a simple exercise you can use to become more away of your behaviour.


5. The Best Way to Start a New Habit

  • The 1st Law of Behaviour Change is make it obvious.
  • The two most common cues are time and location.
  • Creating an implementation intention is a strategy you can use to pair a new habit with a specific time and location. 
  • The implementation intention formula is: I will [BEHAVIOUR] at [TIME] in [LOCATION].
  • Habit stacking is a strategy you can use to pair a new habit with a current habit.
  • The habit stacking formula is: After [current habit], I will [NEW HABIT].

6. Motivation is Overrated; Environment Often Matters More

  • Small changes in context can lead to large changes in behaviour over time.
  • Every habit is initiated by a cue. We are more likely to notice cues that stand out.
  • Make cues of good habits become associated not with a single trigger but with the entire context surrounding the behaviour. The context becomes the cue.
  • It is easier to build new habits in a new environment because your are not fighting against old cues.

7. The Secret to Self-Control

  • The inversion of the first law of behaviour change is “make it invisible”.
  • Once a habit is formed, it is unlikely to be forgotten.
  • People with high self-control tend to spend less time in tempting situations. It’s easier to avoid temptation than to resist it.
  • One of the most practical ways to eliminate a bad habit is to reduce exposure to the cue that causes it.
  • Self-control is a short-term strategy.




The 2nd Law - Make it Attractive

8. How to Make a Habit Irresistible

  • The 2nd Law of Behaviour Change is make it attractive.
  • The more attractive an opportunity is, the more likely it is to become habit-forming.
  • Habits are a dopamine-driven feedback loop. When dopamine rises, so does our motivation to act.
  • It is the anticipation of a reward - not the fulfilment of it - that gets use to take action. The greater the anticipation, the greater the dopamine spike.
  • Temptation bundling is one way to make your habits more attractive. The strategy is to pair an action you want to do with an action you need to do.

9. The Role of Family and Friends in Shaping Your Habits

  • The culture we live in determines which behaviours are attractive to use.
  • We tend to adopt habits that are praised and approved of by our culture because we have a strong desire to fit in and belong to the tribe.
  • We tend to imitate the habits of three social groups: the close (family and friends), the many (the tribe), and the powerful (those with status and prestige).
  • One of the most effective things you can do to build better habits is to join a culture where:
    1. Your desired behaviour is normal behaviour
    2. You already have something in common with the group
  • The normal behaviour of the tribe often overpowers the desired behaviour of the individual. Most days, we'd rather by wrong with the crowd than be right by ourselves.
  • If a behaviour can get us approval, respect, and praise, we find it attractive

10. How to Find and Fix Causes of Your Bad Habits

  • The inversion of the 2nd Law of Behaviour Change is make it unattractive.
  • Every behaviour has a surface level craving and a deeper under lying motive.
  • Your habits are modern-day solutions to ancient desires.
  • The cause of your habits is actually the prediction that precedes them. The prediction leads to a feeling. 
  • Highlight the benefits of avoiding a bad habit to make it seem unattractive.
  • Habits are attractive when we associate them with positive feelings and unattractive when we associate them with negative feelings. Create a motivation ritual by doing something you enjoy immediately before a difficult habit.





The 3rd Law - Make it Easy


11. Walk Slowly, but Never Backward

  • The 3rd Law of Behaviour Change is make it easy.
  • The most effective form of learning is practice, not planning.
  • Focus on taking action, not being in motion.
  • Habit formation is the process by which a behaviour becomes progressively more automatic through repetition.
  • The amount of time you have been performing a habit is not as important as the nimber of times you have performed it.

12. The Law of Least Effort

  • Human behaviour follows the Law of Lease Effort. We will naturally gravitate toward the option that requires the least amount of work. 
  • Create an environment where doing the right thing is as easy as possible.
  • Reduce the friction associated with good behaviours. When friction is low, habits are easy.
  • Increase the friction associated with bad behaviours. When friction is high, habits are difficult.
  • Prime your environment to make future actions easier.

13. How to Stop Procrastinating by Using the Two-Minute Rule

  • Habits can be completed in a few seconds but continue to impact your behaviour for minutes or hours afterward.
  • Many habits occur at decisive moments - choices that are like a fork in the road - and either send you in the direction of a productive one.
  • The Two-Minute Rule states, "When you start a new habit, it should take less than two minutes to do."
  • The more you ritualise the beginning of a process, the more likely it becomes that you can slip into the sate of deep focus that is required to do great things. 
  • Standardise before you optimise. You can't improve a habit that doesn't exist.

14. How to Make Good Habits Inevitable and Bad Habits Impossible

  • The Inversion of the 3rd Law of Behaviour Change is make it difficult.
  • A commitment device is a choice you make in the present that locks in better behaviour in the future.
  • The ultimate way to lock in future behaviour is to automate your habits.
  • Onetime choices - like buying a better mattress or enrolling in an automative savings plan - are single actions that automate your future habits and deliver increasing returns over time.
  • Using technology to automate your habits is the most reliable and effective way to guarantee the right behaviour.




The 4th Law - Make it Satisfying


15. The Cardinal Rule of Behaviour Change

  • The 4th Law of Behaviour Change is make it satisfying.
  • We are more likely to repeat a behaviour when the experience is satisfying.
  • The human brain evolved to prioritise immediate rewards over delayed rewards.
  • The Cardinal Rule of Behaviour Change: What is immediately rewarded is repeated. What is immediately punished is avoided.
  • To get a habit to stick you need to feel immediately successful - even it it's in a small way.
  • The first three laws of behaviour change - make it obvious, make it attractive, and make it easy - increase the odds that a behaviour will be performed this time. The fourth law of behaviour change - make it satisfying increases the odds that a behaviour will be repeated next time.

16. How to Stick with Good Habits Every Day

  • One of the most satisfying feelings is the feeling of making progress.
  • A habit tracker is a simple way to measure whether you did a habit - like marking an X on a calendar.
  • Habit trackers and other visual forms of measurement can make your habits satisfying by providing clear evidence of your progress.
  • Don't break the chain. Try to keep your habit streak alive.
  • Never miss twice. If you miss one day, try to get back on track as quickly as possible.
  • Just because you can measure something doesn't mean it's the most important thing.

17. How an Accountability Partner Can Change Everything

  • The inversion of the 4th Law of Behaviour Change is make it unsatisfying.
  • We are less likely to repeat a bad habit if it is painful or unsatisfying.
  • An accountability partner can create an immediate cost to inaction. We can deeply about what others think of us, and we do not want others to have a lesser opinion of us.
  • A habit contract can be used to add a social cost to any behaviour. It makes the costs of violating your promises public and painful.
  • Knowing that someone else is watching you can be a powerful motivator.



Advanced Tactics - How to Go from Being Merely Good to Being Truly Great


19. The Truth About Talent (When Genes Matter and When They Don't)

  • The secret to maximising your odds of success is to choose the right field of competition.
  • Pick the right habit and progress is easy. Pick the wrong habit and life is a struggle.
  • Genes cannot be easily changed, which means they provide a powerful advantage in unfavourable circumstances.
  • Habits are easier when they align with you natural abilities. Choose the habits that best suit you.
  • Play a game that favours your strengths. If you can't find a game that favours you, create one.
  • Genes do not eliminate the need for hard work. They clarify it. they tell us what to work hard on. 

19. The Goldilocks Rule: How to Stay Motivated in Life and Work

  • The Goldilocks Rules states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities.
  • The greatest threat to success is not failure but boredome.
  • As habits become routine, they become less interesting and less satisfying. We get bored.
  • Anyone can work hard when they feel motivated. It's the ability to keep going when work isn't exciting that makes the difference. 
  • Professional stick to the schedule; amateurs let life get in the way.

20. The Downside of Creating Good Habits

  • the upside of habits is that we can do things without thinking. The downside is that we stop paying attention to little errors.
  • Habits + Deliberate Practice = Mastery
  • Reflection and review is a process that allows you to remain conscious of your performance over time.
  • The tighter we cling to an identity, the harder it becomes to grow beyond it.


Conclusion: The Secret to Results That Last

The secret to getting results that last is to never stop making improvements. It's remarkable what you can build if you just don't stop. Small habits don't add up. They compound. That's the power of atomic habits. Tiny changes. Remarkable results.

I have been reading a fair bit lately and I have a few books on the go such as ‘Brave New World’ by Aldous Huxley,’ Louder Than Words’ by Benjamin K. Bergen and I’ve just finished reading for the second time ‘Super Brain’ by Deepak Chopra and Rudolph E.Tanzi. There’s so much more books I want to read. I wish I could have that instant matrix-learning just like when Keanu Reeves’ character Neo utters “I know Kung fu” after martial arts has been uploaded to his brain. If only, perhaps someday.




Since I’ve been reading a great deal I should probably write reviews so I can mentally track back, it will help me retain and learn from what I have read.  I’ve decided to write a review on the book ‘Super Brain’. Super Brain has been described as a book about ‘unleashing the explosive power of your mind’1 and maximising the potential of the human brain in practical and actionable ways. It is co-authored and written by Deepak Chopra a public speaker and licensed physician and Dr Rudolph E. Tanzi a Professor of Neurology at Harvard and one of the world’s foremost experts on the cause of Alzheimer’s.
Overall I did think it was a good read and it is a good book that reminds us how powerful our brains could be. I enjoyed the first half of the book which describes the science and origins of our most ingrained reactions, I also enjoyed the dispelling of long held myths such as “aging in the brain is irreversible” and “the brain’s hard wiring cannot be changed”. I particularly liked the stories of geniuses, polyglots, savants and how their stories offer reasons to reject these long held myths. This reminded me of Oliver Sacks' work and his recounts of case histories of patients lost in the bizarre neurological disorders. Oliver Sacks is considered “one of the great clinical writers of the twentieth century” (The New York Times) and if you get a chance read “The Man Who Mistook His Wife for a Hat.” It’s an extremely fascinating read and a humbling meditation on the beauty of imperfection.

I did find that the Super Brain at times lacks cohesion and this is most likely because it is co-authored. Twice upon reading I’ve struggled to read the last third of the book as I believe it descends to a typical self help book. I find the abstract mindfulness and meditation mantras do not cohere well with the scientific examples. It felt at times that the neurological theories, especially the quantum mechanics theories were included purposefully to provide more validity to abstract spirituality concepts. However, validity is dispelled when scientific research is not backed with citations or references. This is a little leery for this book especially when it claims in the blurb that is draws “upon the very latest findings of neuroscience”.  All legitimate scientific works provide citations and references. I particularly disliked the arguing and the blatant distaste towards atheism and attacks on certain professionals and their beliefs. I find it highly hypocritical for a book that advocates open mindedness throughout, there’s a lack of open mindedness and respect of others’ beliefs.

In conclusion, this is not an essential read however it is an excellent reminder that when we are an active observer of our mind we have the ability to control our mind and when we take full control we can achieve amazing things. 

[1. Sub title of Super Brain]
[Illustration by Owen Davey]


I haven’t blogged in awhile, actually it’s been 6 months, half a year! I see the bad and good in this. Bad, because there’s a lack of regular meaningful thinking or, optimistically, lack in finding coherency in disjointed meaningful thinking. It could be seen as good because I’ve been reading, watching many things and all this time has given me the opportunity to delve further into what I’ve been reading and watching. I’m starting to see everything as a whole and it’s providing clarity.
Recently I watched two fascinating talks. One was a presentation by Neurologist V.S. Ramachandran, a presentation about “The neurons that shaped civilization”. This presentation triggered another talk that I watched a few days ago by Jeremy Rifkin on "The empathic civilization”. Both talks are not directly related but surprisingly in essence, similar. They both describe a research study conducted in Parma Italy by Rizzolatti and colleagues which lead to the discovery of “mirror neurons”. I found Rifkin’s description of mirror neurons intriguing, and I felt optimistic from hearing about this. I’ve always been at qualms with the notion of whether humans possess good innate biological traits? Are we genetically good (in a moral sense) organisms? I think I share the same philosophy as what Rifkins mentions “Enlightment philosophers” ideologies of humans, which is we are materialistic, self interested, utilitarian and pleasure seekers by nature. I’ve come to this conclusion from Darwinism, evolution, Selfish genes, genetics, neuroscience and pure observation of human behaviour. However, this talk challenged this ideology which is what made it so intriguing.





Rifkin’s talks about in the early 90s in Parma, Italy, scientists were using MRI brain scanning machines on a monkey trying to open a nut. They wanted to observe what neurons light up when the monkey opened the nut. Just by serendipity, a human by accident, enters the laboratory and sees the nut and opens it. The monkey observed the human doing this, they found that the same neurons light up for both human and monkey despite that the monkey was purely observing and not physically experiencing the act of opening a nut. From this Rizzolatti discovered “mirror neurons”. They found all humans, primates are soft wired with these mirror neurons. For example if an individual was experiencing anger, frustration, joy ...etc.... and if another individual was observing these emotions, the same neurons would light up, as if they were experiencing these same emotions. We are all soft-wired to experience another’s plight, as if we are experiencing it ourselves. This suggests we are actually soft-wired not for aggression, violence, self-interest and utilitarianism but we are soft-wired for sociability, attachment, affection and companionship. So our first drive is to actually “belong”. This drive to belong triggers empathic behaviour.

Rifkin’s explains the evolution of empathy:
  • Around the age of 2 a child begins to recognise themselves in the mirror.
  • Empathy starts to mature once a child can identify themselves, they start to observe others and feel that others share the same feeling. This increases the feeling of “selfhood”.
  • Around the age of 8 years of age a child learns about birth and death. They learn where they came from, that they only have one life. That life is fragile, vulnerable and that one day they are going to die. The child learns that every moment is precious; they have their own unique history. This allows the child to experience another’s plight in the same way, that the other person, other creature has one and only life.
Empathy is grounded in the acknowledgment of death and the celebration of life.
  • In the past, for Forager hunter societies, communication extended only to local tribe and shouting distance. Everyone on the next mountain was alien to each other and so empathy only extended to blood ties.
  • Then there was the great Hydraulic Agricultural civilisations, script allowed us to extend the central nervous system to annihilate time and space and to bring more people together. The differentiation of scales and increasing self-hood lead to the theological consciousness. Consequently, instead of associating with one’s blood ties we began association with religious ties.
  • During the 19th century Industrial Revolution, we extend markets now to larger areas and create the idea of the Nation State, allowing us to extend our families based on loyalties based on complex energy communication revolutions that annihilate time and space.
Rifkin’s raises a pivotal question, “Why stop here?” Why would empathy stop at the Nation State identity.

“We have the technology to extend the central nervous system to think viscerally as a family, not just intellectually. Is it possible that the new technology is allowing us to connect our empathy to the human race writ large in a single biosphere?”

“Is it possible we can extend our empathy to the entire human race as an extended family and to our fellow creatures as part of our evolutionary family and to our biosphere common community?”

I’m starting to think perhaps we are homo-empathicus by nature and it has been repressed allowing for secondary drives such as narcissism, materialism, violence and aggression to override.

I had an inkling awhile back that this maybe is correct (blog entry “Sharing is caring??” May 2nd 2010).
“Caring, sharing = acceptance = species compatibility = species survival. But then I dispute that perhaps the need for the survival as a whole species and not just survival of the vessel (i.e. the individual itself) can be altruistic.”
“...perhaps some species wants and desires could be mutually, intrinsically communicated, hence a mutual need of harmonious symbiosis which could be seen as altruistic.”

I think this empathic nature is the key to human evolution. It is “the invisible hand, it’s what allows us to stretch our sensibility with another so we can cohere in larger social units.” It is what will save our species and our planet. We need to rethink human nature and bring out our empathic sociability. Current ideas of human nature have brought about assumptions in which institutions have been created and based upon. These institutions include our educational institutions, business institutions, business practices, governing institutions. I do agree with Rifkin’s, we need to also rethink the institutions of society and start to prepare the groundwork for an empathic civilisation. To empathise is to civilise, and to evolve.

Neurologist V.S. Ramachandran presentation “The neurons that shaped civilization” also describes the discovery of mirror neurons from the research conducted in Parma Italy. Ramachandran talks about ordinary motor neurons which fire when a person does a specific action and that these motor command neurons have been known for some time. However, there are a subset of neurons which fire when looking at somebody else performing an action. It is as though these neurons are adopting this person’s (i.e. person performing the action) point of view, as if it’s performing a virtual reality simulation of the other person’s actions.

These mirror neurons are significant because they involve imitation, emulation. They allow us to mimic complex act, allowing one’s brain to adopt another’s point of view. Go back to 75,000 to 100,000 years and look at human evolution and the rapid skills unique to human beings emerging such as tool use, the creation of fire, language, theory of mind etc...etc... The emergence of a sophisticated neuron system allowed humans to imitate and emulate action and so a sudden accidental discovery of a new skill e.g. the use of fire; instead of the skill dying it was emulated, replicated and it was spread. It is possible that these mirror neurons have perhaps been the cause of these rapid skills, as a result lead to the acceleration of human evolution.

Ramachandran gives an interesting example, “If you remove the arm, you simply anesthetise my arm, so you put an injection into my arm, anesthetise the brachial plexus so the arm is numb and there is no sensations coming in. If I now watch you being touched, I literally feel it in my hand, in other words you have dissolved the barrier between you and other human beings. So I called them Gandhi neurons or empathy neurons. And this is not some abstract metaphorical sense, all that is separating you from him, from the other person is your skin. Remove the skin, you experience that person’s touch in your mind. You’ve dissolved the barrier between you and other human beings. And this is of course the basis of much of Eastern philosophy, that is there is no real independent self, aloof from other human beings, inspecting the world, inspecting other people. You are in fact connected not just via Facebook and the internet, you are quite literally connected by your neurons. There is no real distinctiveness of your consciousness from somebody else’s consciousness.” There are many that share this theory and have mentioned it in a past blog “Sharing is Caring??”;

“...an interview with John Hagelin, PhD Professor of Physics, Director of Institute of Science Technology at Maharishi University of Management. Hagelin mentions that we are fundamentally “waves of vibrations of this underlying unified super string field.” There are many people that share similar theories; there was a quote by Bill Hicks that “we are all one consciousness experiencing itself subjectively.”

Ben Stewart describes the earth as a “single living conscious organism” in the movie “Kymatica” (which I highly recommend, there are some things that I'm sceptical about however, it's worth watching because it gets you thinking). I think this description best illustrates this notion however, I wouldn’t limit it to just the earth. I have come to the conclusion that we have to stop seeing everything in classes, categories, distinctions, gender, nationalities, religions, blood ties, creatures, and start seeing everything as a whole organism coexisting in one consciousness. To bring about empathic sociability and come about in seeing one consciousness is the key to harmonious existence.
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