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Happiness and Creativity

Do you want to be happy or creative today?

The 2017 World Happiness Report was released yesterday. The headlines today are all about Norway, which supplanted Denmark as the happiest country in the world. That’s nice and I’m sure that Norwegians are celebrating today. But what intrigues me is the relationship between happiness and creativity. (See also here, here and here).

In 2015, the Martin Prosperity Institute published the Global Creativity Index. Reviewing the two lists together suggests that the relationship between happiness and creativity is very tight indeed. Here are the top ten countries on each list.

Rank Happiness (2017) Most Creative (2015)
1 Norway Australia
2 Denmark United States
3 Iceland New Zealand
4 Switzerland Canada
5 Finland Denmark
6 Netherlands Sweden
7 Canada Finland
8 New Zealand Iceland
9 Australia Singapore
10 Sweden Netherlands

Of the ten happiest countries in the world, eight also make the top ten list for most creative countries in the world. The two that miss — Norway and Switzerland — don’t miss by much. Norway is 11th on the most creative list; Switzerland is 16th.

Conversely, of the ten most creative countries in the world, eight also make the list of the happiest countries in the world. Again, the two that don’t make the list — the United States and Singapore — don’t miss by much. The United States is 14th; Singapore is 26th.

What’s it all mean? I can think of at least four ways to interpret the data:

  • Happiness causes creativity — there’s a meme that says that only tortured geniuses are truly creative. Perhaps it’s wrong. Perhaps you have to be happy to be creative.
  • Creativity causes happiness — this explanation appeals more to me. I know that when I create something (like an article for this website), it makes me happy. I get a little glow of accomplishment. On the other hand, I know happy people who aren’t very creative and vice-versa.
  • A hidden third variable causes happiness and creativity to correlate — perhaps there’s something else going on. It could be income — all of the countries are fairly rich. It could be government policy — they all invest public funds in research. It could be geography — they are all fairly far from the equator. It could be language — all of the countries on the list have very good English language skills.
  • The two surveys are measuring essentially the same thing — though the two surveys seem quite different, perhaps they really measure the same thing. Perhaps happiness and creativity are so throughly intertwined that we can’t tease them apart.

It’s also interesting to delve into which countries have the best combination of happiness and creativity. We can make some crude judgments by adding up the national position in each survey. Like golf, the low score wins. For instance, Denmark is second in happiness and fifth in creativity, for a combined score of seven. As it happens, that’ s the lowest score — so Denmark takes first place in the combined league table. Here are the top five combined scores. I don’t know about you but I think I’ll soon pay a visit to Denmark.

Rank Country Combined Score
1 Denmark 7
2 Australia 10
3 Iceland 11
3 (tie) Canada 11
3 (tie) New Zealand 11

Persuasion, Traffic, and Zebras

Que te vaya bien!

Let’s say that you’re the mayor of a big city that’s growing rapidly. Traffic jams last the entire day. Tempers fray and drivers become more and more aggressive. People ignore traffic laws. Pedestrians cross the streets whenever and wherever. Accidents happen constantly. Police can’t keep track of the chaos.

You’ve tried cracking down with more police writing more traffic tickets. That only makes the drivers angrier. Traffic is constantly tangled. The air is increasingly polluted. Your popularity is plummeting. You need a persuasion strategy to convince drivers to play fair and obey the rules. What to do?

How about putting some zebras in the streets? That’s what the mayor of La Paz, Bolivia did. Here’s how the magazine Veinte Mundos described the situation:

Vehicular and pedestrian traffic is increasing every day in the Bolivian capital. Automobiles don’t respect the traffic signals and pedestrians cross the street wherever they want. It’s total chaos. People’s lives – especially children’s lives – are in constant danger. As a result, local authorities decided to take concrete steps to improve the situation. Thus were born the ‘zebras.'”

Each day in La Paz, roughly 400 to 500 young people dressed in zebra costumes disperse through the city to guide and direct traffic. But they’re not traffic cops. They’re not there to enforce the rules. They’re behavior modifiers. Ultimately, they hope to persuade people to behave – and drive — better.

The zebras dance and chatter and interact with both pedestrians and drivers. They remind people to mind the traffic lights, buckle up, cross with the light, and generally behave like good citizens. They reward good behavior with a dance, a pat on the back, and some kind words. They make fun of bad behavior by miming “Can you believe that? WTF?”

According to El País, the zebra program began in 2001 and quickly captured the attention of Kathia Salazar, a popular local actress. Salazar volunteered to run the program and soon became known as mamá cebra. Salazar says that the program started slowly: “When we first began, people yelled at the zebras, cursed them, and even tried to run them over. Slowly, things changed. Today, pedestrians are the ones who are protecting the zebras.”

The zebra program is sufficiently popular that it is now spreading to other cities, like Tarija, Sucre, and El Alto. It’s also expanding into new services. Zebras are now visiting schools and retirement homes. Their message has expanded, too. It’s not just about traffic. More generally, it’s about good citizenship and a positive attitude. As Amanda Pinos, a 29-year-old zebra puts it: “Our principal task as urban educators is to ask citizens to reflect on their own behavior and create a kinder, more respectful attitude.”

A similar program in Bogotá, Colombia inspired the zebra program in La Paz. The Bogotá program, which used mimes rather than zebras, began in the early 1990s and claimed to have reduced traffic fatalities by as much as 50%. I haven’t seen similar statistics for La Paz but it’s a fair bet that the zebras have calmed and smoothed and enhanced traffic in a traditionally tumultuous city. Think about it. Wouldn’t you drive more safely if zebras were around?

Trumping The Press

I need my skeptical spectacles.

Is Donald Trump vilifying the press or playing the press?

Take a recent example: someone leaked a draft memo to the Washington Post suggesting that the government will activate 100,000 National Guard troops to arrest illegal aliens. The Post printed the story and the reactions from both sides were predictable. The left was outraged that the government might do such a thing. The right pitched a hissy fit over leaks.

But here’s another way to interpret the story. The Trump administration wants to rid the country of approximately 11 million illegal aliens. Deporting them all would be a difficult, expensive, and lengthy task. So here’s another way: scare at least some of them into leaving on their own. The National Guard story – though false – undoubtedly started rumors in immigrant neighborhoods that the Feds were about to launch massive sweeps. Better to depart sooner rather than later.

Seen in this light, the Trump administration wins in two ways. First, the story sows fear in immigrant communities and may lead to “self-deportations”. Second, the administration continues to build the narrative that the media promotes fake news and is the enemy of the people.

Another tactic to control the conversation is what academics call availability cascades. We humans estimate how risky something is based on information that’s available to us. An availability cascade makes a cascade of information – about one and only one topic – readily available to us.

The Ebola scare of 2014 provides a good example. Somebody gets sick with a dread disease. The press writes vivid stories about the illness and makes grim images easily available to us. It’s top of mind. Then people push the government to “do something” about the menace. The press writes about that. Then the government actually does something. The press writes about that. Then people protest what the government has done. The press writes about that. Soon, the entire world seems to be chattering about Ebola. If everybody’s talking about it, it must be dangerous.

The Trump administration creates an availability cascade when it lures the press into writing more about Islamic terrorism. The administration has accused the press of underreporting terrorist incidents. In response, the press has written numerous articles pointing out just how many stories they’ve written on terrorist incidents. The net effect? Terrorism is in the headlines every day. Everybody is talking about it. It must be dangerous.

Even fake news can help keep availability cascades in the headlines. The administration makes a far-fetched claim and the press naturally wants to set the record straight. By doing so, the press adds fuel to the availability fire. The story lingers on. As long as the press plays along, the administration will keep creating alternative facts. Think of it as the media equivalent of rope-a-dope.

Trump’s obsession with himself creates another availability cascade. Trump regularly talks about himself and his accomplishments – how smart he is, how many electoral votes he won, and so on. He often repeats himself; the news is no longer new. Yet the press keeps writing about it. Apparently, they want to show how self-obsessed he is. But the practical effect is that Trump dominates the headlines very day. If everybody is chattering about him, he must be very powerful.

Bernard Cohen wrote that, “The press may not be successful … in telling people what to think, but it is stunningly successful in telling them what to think about.” The Trump administration is using the press to frame the discussion and tell us what to think about. Perhaps it’s time for the press to change the subject.

Emotions And Critical Thinking

My emotions are telling me something.

Let’s say you’re about to give an important speech to a large audience. You’re nervous and your palms start sweating. Which of the following statements is true?

  1. Your brain is nervous and communicates to your palms, telling them to sweat.
  2. Your body is nervous and uses sweaty palms to communicate to the brain, telling it to be prepared.

I never really thought about this before I started teaching critical thinking. However, if you had asked me, I would have guessed that the first statement is right. Over the past several years, I’ve switched my position. Today, I think that the second statement is much more likely to be correct.

Each time I teach critical thinking, some students tell me that they’ve seen the light. From now on, they will ignore their emotions and make decisions based solely on logic and critical thinking. They will emulate Mr. Spock on Star Trek. In my opinion, that’s the wrong thing to do.

Our emotions are a source of information. They tell us something. What they tell us is not always clear. Further, it’s not always correct. But they are worth listening to. In fact, I now think of intuition as the body communicating to the brain, through mechanisms like sweaty palms, shallow breathing, shortness of breath, and so on. Our bodies sense our surroundings and communicate information to the brain.

According to Susan David, a professor at Harvard, our emotions can help us clarify our values – but only if we listen to them. In a recent HBR Management Tip of The Day, she writes: “Our emotions are signals that can give us data about what is important to us, but only if we pay attention. Next time you feel emotional at work, take a step back and consider what it’s telling you.” (Literally taking a step back can help you see your options more clearly, too).

She then goes on to explain how emotions can help us understand our core priorities. She suggests that we can’t get to those core priorities solely by thinking – we need to tune in to our emotions. The Heath brothers, in their book, Decisive, also emphasize the need to identify core priorities and offer some tips on how to do it. Between David and the Heaths, you can identify your priorities and learn ways to focus on them.

I’d suggest that you treat your emotions as just another information source. Treat the information that comes through the “emotion channel” just the same as any other information. Evaluate it in the same way as any other piece of information, using the same go-to questions and evaluation processes. Your emotions may be right or they may be wrong. But they’re always worth listening to.

You can find Susan David’s tip of the day here. (The tip was published on February 9, 2017 – just scroll back to that date). You can also find her longer article in HBR here.

Luck, Skill, and Clembama

Go Clembama!

Go Clembama!

In last year’s NCAA football championship game, Alabama beat Clemson by a score of 45 to 40.

In this year’s NCAA football championship game, Clemson beat Alabama by a score of 35 to 31.

The aggregate score is 76 to 75 in favor of Alabama.

So, which team is more skilled?

To ponder the question, we need to return to Michael Mauboussin’s ideas* about skill and luck – and, especially, his concept of the paradox of skill.

Let’s start with definitions for skill and luck. For Mauboussin, a key question helps us identify skill: Can I lose on purpose? If the answer is yes, then some skill must be involved in the process, whether you’re shooting hoops or playing poker. If the answer is no, then the process is random – it’s a matter of luck.

Most processes – like NCAA football games – involve both skill and luck. How can we sort out the differences between the two? Was Alabama more skilled last year or just luckier? What about Clemson this year?

Mauboussin’s paradox of skill can help us sort this out. Simply put, the paradox states that: “In activities that involve some luck, the improvement of skill makes luck more important…” We have training programs that can improve skills in many competitive activities, including sports, business performance, combat, and perhaps, even investing. As more people take advantage of these programs and average skill levels improve, you might think that luck would become less important in determining outcomes.

Mauboussin says that exactly the opposite is true. The big issue is skill differential and distribution. If a given skill is unevenly distributed in a society, then skill likely determines the outcome. Luck doesn’t have a chance to worm its way in. On the other hand, if skill is broadly and evenly distributed, then even minor fluctuations in luck can change the outcome.

As an example, Mauboussin cites the difference between the winning time and the time for the 20th finisher in the men’s Olympic marathon. In 1932, the difference was 39 minutes. In 2012, it was 7.5 minutes. Clearly, the skill of marathon running has become more evenly distributed over the past 80 years. We have more people with greater skills more evenly distributed than we had in the past. As a result, the marathon has become much more competitive.

Paradoxically, as the marathon has become more competitive, luck plays a greater role. Let’s say that the 1932 winner had the bad luck of stepping in a pothole at Mile 22 and had to limp to the finish line. Because he had so much more skill than the other runners, he might still have won the race. If the 2012 winner stepped in the same pothole, chances are the other (highly skilled) runners would have caught and passed him. He would have lost because of bad luck.

The paradox of skill should teach us some humility and helps to illuminate the illusion of control. We may think we’re successful because we’re skilled and talented and can control the events around us. But oftentimes – especially when skill is evenly distributed – it’s nothing more than an illusion. It’s just plain luck.

And what about Clemson and Alabama? My interpretation is that both teams are perfectly balanced in terms of skills. So the outcome depends almost entirely on luck: a lucky bounce, a stray breeze, a bad call, a slippery turf, and so on. Let’s celebrate two great teams that have separated themselves from the pack but not from each other. Perhaps we should call them Clembama.

* I used several sources for Mauboussin’s ideas. His 2012 book, The Success Equation, is here. In 2012, he also gave a very succinct presentation to the CFA Institute. That paper is here. His HBR article from 2011 is here. In 2014, he gave a lecture as part of the Authors at Google series – you can find the video here. And David Hurst’s very enlightening review of Mauboussin’s book is here.

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