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The Gods Themselves

The Gods Themselves by Isaac Asimov consists of three consecutive stories. I like that he started this book as an explanation why plutonium 186 can exists (it can’t, but a friend of his mentioned it and he decided he could write a story about it).

I liked the book and it was an interesting listen. As always it’s very interesting to see what happens when communication breaks down between places (the Moon-Earth, Earth-Panuniverse).

As before, here is the analysis of the story-structure, this time with a guide part added (based on Building a StoryBrand).

You: people on Earth in about the year 2100ish. Or, para-people

Need: energy, after ecologic and economic collapse. Also need energy.

Go: ?. Explain why, what has happened (sun low energy).

Search: have to find new energy source. ditto

Find (with the help of a guide): plutonium 186 from para-men. Way to get energy from other universe (pump), guide is themselves as parentals.

Take: energy imbalance, possibility of world ending, losing position (Lamont). Other universe will die if they continue.

Return: tried to warn everyone. Wants to fix it (but doesn’t really do this).

Change: find new solution, kinda. Finds out they are parental themselves.

Ubik

Ubik by Philip K. Dick is one of his most acclaimed novels. Whilst listening to the book I did understand this in the beginning. But as the story drags on, I lost a bit of interest and wondered if I missed something significant.

“By the year 1992, humanity has colonized the Moon and psychic powers are common. The protagonist, Joe Chip, is a debt-ridden technician working for Runciter Associates, a “prudence organization” employing “inertials“—people with the ability to negate the powers of telepaths and “precogs”—to enforce the privacy of clients. The company is run by Glen Runciter, assisted by his deceased wife Ella who is kept in a state of “half-life”, a form of cryonic suspension that allows the deceased limited consciousness and ability to communicate. While consulting with Ella, Runciter discovers that her consciousness is being invaded by another half-lifer, Jory Miller.” (wiki)

Interpretations of the book say that Ubik might be about God, or Good and Evil. Hmm, not my cuppa.

Ubik is a science fiction novel written by Philip K. Dick. It follows the story of Joe Chip, a technician at Runciter Associates. When an explosion kills Joe Chip’s boss, Glen Runciter, strange things begin to happen. Soon Joe realizes his boss did not die in the explosion, but he is in a state of half-life. If he wants to stay that way, he has to keep the evil Jory from eating his life energy.

Building a Storybrand

These are my detailed notes of the great marketing/storytelling book, Building a Storybrand by Donald Miller.

Section 1: Why most marketing is a money pit

  • the key to being seen, heard, and understood
  • the secret weapon that will grow your business
  • the simple SB7 framework

Section 2: Building your storybrand

  • a character
  • has a problem
  • and meets a guide
  • who gives them a plan
  • and calls them to action
  • that helps them avoid failure
  • and ends in a success
  • people want your brand to participate in their transformation

Section 3: Implementing your storybrand brandscript

  • building a better website
  • using storybrand to transform company culture

Introduction

  • Customers don’t care about your story, customers care about their own story!

Chapter 1: The Key to Being Seen, Heard, and Understood

  • Pretty website don’t sell things, words sell things.
  • We aren’t just in a race to get products to market, we’re also in a race to communicate why our customers need those products in their lives.
  • The more simple and predictable the communication, the easier it is for the brain to digest. Story helps because it’s a sense-making mechanism.
  • Mistake 1: Brands don’t focus on aspect of their offer that will help people survive and thrive.
    • Focus on what is evolutionary important
    • Example: we know the exits in a room, not the number of chairs
    • Tell a story about the ‘exits’ not the number of chairs
  • Mistake 2: Brands cause their customer to burn too many calories in an effort to understand the message.
    • If there is too much (useless/non-essential) information, people ignore the brand
    • The key is to make your company’s message about something that helps the customer survive and to do so in a way that they can understand without burning many calories
  • Stories have a necessary ambition, defines a challenge, provides a plan to conquer challenges.
  • This creates a map customers can follow to engage with our products and services.
  • The formula for movies is the same as will be explained (StoryBrand Framework).
  • The key is clarity (if you confuse you lose).
  • Identify: What customers want, what problem we help solve, what life will look like after using product/service.
  • Noise is the enemy of a business. Clutter that is generated by the business itself. 
  • It was as though he was answering a hundred questions his customers had never asked.
  • What we think we’re saying to our customers, and what our customers actually hear are two different things. Customers make decisions based on the latter.
  • The key good writing is what you don’t say.

Chapter 2: The Secret Weapon That Will Grow Your Business

  • A story is your way to combat/break through the noise.
  • Example: Music and noise are very similar, but the structure of music makes it memorable.
  • The essence of branding is to create simple, relevant messages we can repeat over and over so that we “brand” ourselves into the public consciousness.
  • Example: Lisa computer from Apple, 9 pages (boooring) technical. Later, 2 words (think different). It’s about you.
  • People buy the products they can understand the fastest.
  • Story in a nutshell:
    • character who wants something encounters a problem, before they can get it. At the peak of their despair, a guide steps into their lives, gives them a plan, and calls them to action. That actions helps them avoid failure and ens in a success.
  • Examples: stories of Hunger Games, Star Wars
  • Truly creative and brilliant marketers and screenwriters know how to use the formula while still avoiding cliché.
  • The three crucial questions (movie):
    1. What does the hero want?
    2. Who or what is opposing the hero getting what she wants?
    3. What will the hero’s life look like if she does (or doesn’t) get what she wants?
  • Anything that doesn’t serve the plot has to go.
  • The three crucial questions (brand/website/marketing-material)
    1. What do you offer?
    2. How will it make my life better?
    3. What do I need to do to buy it?
  • Could a caveman look at your website and immediately grunt/get what you offer?
  • Example: online camera course, removed jargon and fluff (90% of text), focus on questions above (x5 revenue).
  • A good filter removes all the stuff that bores our customers and will bear down on the aspects of the brand that will help them survive and thrive.

Chapter 3: The Simple SB7 Framework

  • Principles:
    1. The customer is the hero, not your brand
      • you are the guide (Yoda)
      • hero wants something
    2. Companies sell solutions to external problems, but customers buy solutions to internal problems
      • they want to solve a problem that has disrupted their peaceful life
      • Queal: Time has disappeared? or not eating right anymore, (can’t find the time for it)
      • Example: lawn not tidy, pension not fixed
      • problems are, external, internal (best response), philosophical
    3. Customers aren’t looking for another hero; customers are looking for a guide
      • brands that position themselves as a hero, unknowingly compete with their potential customers
    4. Customers trust a guide who has a plan
      • remove confusion about how to do business/take next step
      • agreement and process plan
    5. Customers do not take action unless they are challenged to take action
      • Seth Godin: create tension (and/or step 6 too)
      • there needs to be a reason
      • characters only take action after they are challenged by an outside force
      • A call to action involves communicating a clear and direct step our customers can take to overcome their challenge and return to a peaceful life.
      • direct or transitional
    6. Every human being is trying to avoid a tragic ending
      • what’s at stake/what happens if you don’t take action
      • show the cost of not doing business
      • brands that help customers avoid some kind of negativity in life, engage customers (they define what’s at stake)
      • use this strategically (like salt, so not too much or none at all)
    7. Never assume people understand how your brand can change their lives. Tell them
      • if we don’t tell people where we’re taking them, they will choose another brand
      • offer a vision
  • mystorybrand.com (use tool to fill in)

Chapter 4: A Character

  • The customer is the hero, not the brand.
  • Define the character’s ambition / define what your customer wants.
  • Can this brand really help me get what I want?
  • Example: luxury resort changed from pictures about themselves, to focus on luxury for customers.
  • Example: a hassle-free MBA you can complete after work.
  • Identify what customer wants, gives definition and direction.
  • Identify a potential desire, this opens a story gap.
  • Example: Jason Bourne has amnesia (Wie ben ik godverdomme…)
  • Finding out what customers want, opens the story gap.
  • Pair that desire down to a single focus.
  • Don’t clutter the story by giving the hero (customer) too many ambitions.
    • Only after the general story, you might want to define subplots
  • What you define should be related to the customer’s sense of survival.
  • Survival: primitive desire to be safe, healthy, happy, strong.
    • Conserving financial resources (Walmart)
    • Conserving time (Queal, cleaning service)
    • Building social networks (working at Coolblue? Facebook)
    • Gaining status (Rolex)
    • Accumulating resources (Vanguard, many B2B offers)
    • The innate desire to be generous (EA, vrijwilligers organisaties)
    • The desire for meaning (ditto, Tony?)
    • You can tap into multiple motivations of course
  • The goal for branding should be that every potential customer knows exactly where we want to take them.

Chapter 5: Has a Problem

  • Companies sell solutions to an external problem, customers buy solutions to internal problems.
  • The problem is the hook of a story.
  • The more we talk about the problems our customers experience, the more interest they will have in our brand.
  • You need a villain, and it doesn’t have to be a person, but needs personified characteristics.
  • Example: Time management software, villain is distractions.
  • Villain characteristics:
    1. Root source (time-monster?)
    2. Relate-able 
    3. Singular
    4. Real
  • Three levels of problems.
    1. External problems
      • real-life/physical barrier between hero and desire for stability
      • Example: ticking time-bomb, restaurant solves external hunger problem
    2. Internal problems
      • The purpose of an external problem is to manifest an internal problem.
      • Movies: Do I have what it takes? (emotions, internal frustration to solve)
      • Example: Apple, internal frustration of intimidated by technology
      • Queal: can’t eat right within time/life constraints?
      • Example: car rental company, frustration of talking to people, automatic check-in
      • Example: second-hand car sales, not focus on external (need new cheapish car), focus on internal (don’t want to be hussled) (no commissions, clear terms)
      • Example: Starbucks, deeper sense of feeling well/sophisticated/cool, etc. (ohh and they have ok/good coffee)
    3. Philosophical problems
      • Why does this matter? (in the grand scheme of things)
      • What ought or shouldn’t happen?
      • Example: King’s Speech, external (speech), internal (self-doubt), phil. (good vs evil)
      • Give customers a deeper sense of meaning
  • Frame the ‘buy now’ button as the action a customer must take to create closure in their story.
  • Example: Tesla
    • Villain: Gas guzzling, inferior tech
    • External: I need (want) a car
    • Internal: I want to be an early adopter of new tech
    • Philosophical: My choice of car ought to help save the environment

Chapter 6: And Meets a Guide

  • Customers aren’t looking for another hero; customers are looking for a guide.
  • If a hero solves her own problem in a story, the audience will tune out.
  • A brand that positions itself as a hero is destined to lose.
  • The day we stop losing sleep over the success of our business and start losing sleep over the success of our customers is the day our business will start growing again.
  • In stories, the hero is never the strongest character.
    • The guide has been there, done that.
    • The guide is the one with the most authority.
    • The guide is not the centre, he simply plays a role.
  • Those who realise the epic story of life is not about them but actually about the people around them somehow win in the end.
  • Empathy
    • “I feel your pain”
    • Understanding the struggle the customer has.
    • Make sure that you tell customers you care!
    • Show that you have something in common with the customer.
  • Authority / Competence
    • Customer wants to check off box in back of mind, give confidence in your ability that you can help them.
    • Do it (indirectly) via:
      • Testimonials: Let others do the talking for you. (3 testimonials)
      • Statistics: left-brain, emotional-number (link to benefit)
      • Awards: awards your company has won
      • Logos: B2B, other businesses you’ve worked with, B2C news-outlets
  • “Can I trust this person?” (empathy) / “Can I respect this person?” (competence)

Chapter 7: Who Gives Them a Plan

  • Customers trust a guide who has a plan.
  • Commitment (buying) is risky for customer, he can lose something.
  • What if it doesn’t work? What if I’m a fool for buying this?
  • Remove much of the risk, increase their comfort level.
  • This is the plan.
    1. Create clarity
    2. Remove sense of risk
  • The plan tightens the focus of the movie and gives the hero a ‘path of hope’ she can walk that might lead to the resolution of her troubles.
  • What do you want me (the customer) to do now?
  • The fact that we want them to place an order is not enough information to motivate them.
  • process plan describes the steps a customer needs to take to a) buy our products, and/or b) use the product after they have bought it.
    • A plan alleviates confusion for our customers.
    • The amount of steps in a plan should be at least 3 – max 6.
  • agreement plan is about alleviating fears.
    • When you do business with us, we agree to ABC.
    • This clarifies shared values between customers and us.
    • Agreement plan usually works in the background.
  • Give your plan a name.
    • “easy installation plan”
    • “your morning plan”, “you good mornings plan/meals”
    • Titling your plan will frame it in the customer’s mind and increases the perceived value of all that your brand offers.

Chapter 8: And Calls Them to Action

  • Customers don’t take action unless they are challenged to take action.
  • Ask them to place an order.
  • Heroes/customers need to be challenged by outside forces (to take action).
  • One of the biggest hindrances to business success is that we think customers can read our minds.
  • Repeat the ‘buy now’ button throughout the website (make it very obvious how to take action).
    • E.g. Storybrand website has a ‘register now’ button
  • Off all customers they worked with, none had too many calls to action (overselling is not an issue)
  • When we try to sell passively, we communicate a lack of belief in our product.
  • The guide must be direct with the hero about what they want them to do.
  1. Direct call to action (buy now, make appointment)
  2. Transitional call to action (download pdf, webinar, usually free)
    1. Stake a claim to your territory (show that you’re the leader in the industry)
    2. Create reciprocity (give away free info)
    3. Position yourself as the guide
    • Examples: Free information, Testimonials, Samples, Free trail
  • Those who ask again and again (I guess without being a pain in the butt), shall finally receive
  • Again: There should be one obvious button to press on your website, and it should be a direct call to action.
  • Queal: Order Now in menu?!

Chapter 9: That Helps Them Avoid Failure

  • Every human being is trying to avoid a tragic ending.
  • Answer the ‘so what’ question, what fails if they don’t buy the products.
  • Example: Allstate, foreshadow potential failure for customers, sell insurance to prevent it, opening and closing story loop.
  • What will the customer lose if they don’t buy our products?
    • This is not fear-mongering, this is introducing a stake.
  • People are motivated by loss aversion.
    • See Thinking, Fast and Slow (Kahneman)
  • From another book (quoted)
    1. Show that reader is vulnerable to a threat (30% of homes have termites)
    2. Take action to reduce vulnerability (nobody wants that, do something to protect your home)
    3. Specific call to action to protect them (we offer home treatment to insure you don’t have termites anymore)
    4. Challenge people to take the action (call us today and schedule home treatment)
  • Use fear like salt, just a pinch
  • What negative consequences are you helping your customer avoid?

Chapter 10: And Ends in a Success

  • Never assume people understand how your brand can change their lives. Tell them!
  • “People want to be taken somewhere”
  • “A compelling image of an achievable future”
  • Without a vision, your brand will perish.
  • The resolution must be clearly defined, so the audience/customer knows exactly what to hope for.
  • Whatever you sell, show us people happily engaging with the product.
  • Describe the future of the customer in terms of internal (feelings), external (physical), philosophical (moral/reasons).
  1. Winning power and position (need for status)
    • Offer access (e.g. Starbucks membership)
    • Create scarcity (e.g. limited number of an item)
    • Offer a premium (e.g. Emerald club of car rental company)
    • Offer identity association (e.g. Mercedes, Rolex)
  2. Union that makes the hero whole (need for something external to create completeness)
    • story: resolve a deficiency (e.g. marriage, learn new skill)
    • reduce anxiety (e.g. cleaning stuff, closure of clean home)
    • reduce workload (e.g. software, fishing rod, thing to make you superhuman)
    • more time (fit it all in
  3. Ultimate self-realisation/acceptance (need to reach our potential)
    • the desire for self-acceptance
    • inspiration (e.g. red bull, HBR, under armour)
    • acceptance (e.g. Dove)
    • transcendence (e.g. Tom’s Shoes)
  • Closing the loop can be as simple as showing happy people.
    • E.g. rug shop, just show the rug in a nice living room
    • E.g. camping gear, an adventure to remember

Chapter 11: People Want Your Brand to Participate in Their Transformation

  • Everybody wants to transform.
  • Brands that participate in the identity transformation of their customers create passionate brand evangelists.
  • Heroes are designed to transform.
  • Smart brands define an aspirational identity.
    • and associate the brand with that identity.
    • E.g. knife company, tough and adventurous person (hello trouble)
  • How does your customer want to be described by others?
  • Great brands obsess about the transformation of their customers
    • How do we do that at Queal?
    • Could we learn from pindakaas or other ‘boring’ products?
  • Example: Financial adviser, from: confused and ill-equipped, to: competent and smart
  • Example: Shampoo brand, from: anxious and glum, to: carefree and radiant
  • Do more than help your customers win, let’s help them transform.

Chapter 12: Building a Better Website

  • A great digital presence starts with a clear and effective website.
  • When a customer gets to your website, their “hopes need to be confirmed”, and they need to be convinced we have a solution to their problem.
  • Keep it simple. Like an elevator pitch.
  • A website full of noise can kill potential sales.
  • The 5 basics you need/must have:
    1. An offer above the fold. (e.g. we will make you a pro in the kitchen)
      • customers need to know what’s in it for them right when they read the text
      • E.g. We help you make beautiful websites (Sqaurespace)
      • Promise an aspirational identity
      • Promise to solve a problem
      • State exactly what you do
      • Queal: We take the hassle out of getting a good meal. We make complete meals.!!!
    2. Obvious call to action
      • Order Now (duh)
      • Placement tips: top right! (Highlight shop more!!! and/or put it in button-style, to the right?), and center (instead of left).
      • Eyes move in Z pattern
      • Buttons should look exactly the same!!!
      • If you have a transitional CTA, show it but less prominent
    3. Images of success
      • Smiling, happy people, emotional destination.
    4. A bite-sized breakdown of your revenue streams
      • find an overall umbrella message that unifies your various streams
      • once you have the umbrella, the different product-pages (with their own BrandScripts) can shine there
    5. Very few words
      • People don’t read websites anymore, they scan them.
      • Write in morse-code (brief, punchy, relevant to customers)
      • The fewer words you use, the more likely it is that people will read them
  • Stay on script, everything should be a logical conclusion from the BrandScript

Entropy

“Only entropy comes easy.” – Anton Chekhov

Entropy, plainly defined is a lack of order or predictability or gradual decline into disorder. Entropy in our world is ever increasing, with the following framework, I will explain why.

Entropy

Entropy is a measure of disorder in a system. If for instance, your room is really tidy and organized, there is little entropy. When everything is laying around everywhere, there is a lot of entropy. In other instanced entropy is used to describe the lack of predictability or order, the decline into disorder. The above framework states that over time information increases, I will argue why information is equal to entropy, how these concepts are related, and why it is increasing.

Arrow of Time

My argument starts with the arrow of time, the travel from past to future. We cannot (in most cases) predict the future, but we can look back into the past. We can take actions to affect the future, but not the past. And more practically, we can turn eggs into omelettes, not the other way around. The arrow of time defines a distinction between the past and the future, something that is observable throughout the observable universe. Over time information increases in open systems, but lets first see how entropy influences closed systems.

Second Law of Thermodynamics

The second law of thermodynamics states: the entropy of a closed system will (practically) never decrease into the future. If for instance, we have an ice cube in a glass, over time it will dissolve into water. To argue that entropy has increased we only need to look at the arrangement of its molecules. To arrange them to make ice cubes, there are fewer ways of doing so than making the puddle of water. But what about putting the water back into the freezer? Won’t that decrease entropy then? The answer is no, you will burn calories, the freezer turns energy into heat, and overall the entropy in the whole system will increase. Here are some more examples:

Examples

  1. A campfire – the fire and resulting warmth and ash a more dispersed (in terms of energy) than the original wood
  2. The Sun – now a big ball of plasma, it will one day (in the far future) expand and dissipate
  3. You – although your body may reduce entropy in the short term, in the long term your molecules will disperse again

Quantum Mechanics

Why does entropy increase? Why is there more entropy now than right after the Big Bang? Quantum mechanics is probabilistic and every quantum event, therefore, increases the disorder in the universe. Let me explain; there is no way of predicting where an electron is going to be, you only have probabilities where it might be. Therefore if you measure an electron – if you define its position – you add information. But how then is information equal to entropy?

Information is normally associated with order. For example, the tidy room can easily give you the information where your shirts are, or in which drawer your socks are. For ten different items of clothes, you will have ten points of information. Now consider the messy room, for every different item you have to remember the exact spot, there is no logical relationship between one sock and another. So if you have ten pieces of each different item of clothing, you will have 100 different points of information. Randomness or disorder therefore equal information, and when the one grows the other does too. Along the arrow of time, entropy and information in the universe increase.

When to Use

What does this mean for us mere humans? Should we embrace entropy and aim for as much information as possible? My answer is no. When you have a maximum amount of information, you will not necessarily have a maximum amount of meaning. Meaning is derived from a balance of order and entropy. This is why we people use models/frameworks/theories, to order information and at the same time leave room for randomness. This is where I believe we receive the most value and can learn the most.

On an ending note, I love that quantum measurement is not predictable. It means that we cannot predict the future, that all life is not determined before us. As much as we know that entropy will increase, we do not know how and where. We have the power to shape our own future and to use entropy to increase information.

“Entropy isn’t what it used to be.” – Thomas F. Shubnell

More on Entropy:

https://www.youtube.com/watch?v=sMb00lz-IfE – Veritasium on Entropy

https://www.youtube.com/watch?v=G5s4-Kak49o – Vsauce on Entropy

http://en.wikipedia.org/wiki/Entropy – Wikipedia on Entropy

Fredkin’s Paradox

“Life is a preparation for the future; and the best preparation for the future is to live as if there were none.” – Albert Einstein

Fredkin’s Paradox states that the smaller the difference between two choices (making the decision less significant), the tougher the decision is to make; below is the associated framework

Paradox

A paradox is a statement that seems to contradict itself, yet might be true. “This statement is false” is an example of the liar paradox, a second paradox type. The statement cannot be true and false at the same time. A proverbial paradox can be the following statement “To be kind, you sometimes have to be cruel”. This third kind of paradox refers to a person that acts in contrary to his character.  The last refers to statements that conflict with common belief. Fredkin’s paradox best fits the last category.

Fredkin’s Paradox

Ever stood in the store deciding to have peanut butter with or without chunks for what seemed an eternity? Or have you taken more than an hour finding a flight that is just €10,- cheaper than the alternative? Then you have been exposed to the workings of the Fredkin’s paradox. The paradox states the following “… in a choice situation, as the options become more closely matched on utility, the decision becomes more difficult, but the consequences become less significant”. A decision between jam and peanut butter makes a bigger difference than adding nuts, but in most cases will take people only seconds to decide upon. When people have to decide between similar options, decision time may become longer instead of shorter.

The Curse of Choice

There are two related concepts that intertwine with Fredkin’s paradox, 1) too many options, and 2) cost of not deciding. In a chocolate store, there were more than 100 different kinds of chocolate on display, customers came from far away to see the shop, yet ended up buying only small amounts of chocolate. The shopkeeper could not figure out why people were not buying more chocolate and asked a psychologist to investigate. The psychologist soon found out that the customers were baffled by the number of choices and did not know whether to buy ‘orange dream cream’ or ‘fine peach white chocolate’. So he tried an experiment, setting up in the store a small part in which people could choose between (only) 5 different flavours. Although there was less to choose from (thus reducing the chance people could find their favourite chocolate), people now bought much more chocolate. This paradox can be explained partially by Fredkin’s paradox, and by the fact that people now had to process less information and were thus spending more time buying, and less time deciding.

Not deciding also brings along costs, costs that we might sometime forget to see. In his amusing book Predictably Irrational, Dan Ariely describes how a friend of him decided on buying a camera. He compared brands, he compared prices and eventually came to compare two almost identical models. He studied each detail and eventually picked the one best suited for his needs. Then Ariely asked him about how many photo opportunities he had missed in the last three months whilst he was comparing cameras? We do not get to see the answer, but it sure is more than the advantage of picking one nearly identical model over the other. Fredkin’s paradox not only scoops away time, but the indecision in the meantime also costs you.

Examples

  1. Comparing two cars on the account of one having a cup holder
  2. Fighting over which route to take when both differ in time by only 5 minutes
  3. Deciding between 50 types of Italian ice cream for the next 10 minutes

When to Use

What are we to do with this information you may ask. The takeaway message is to stop worrying about small decisions. Think about the impact the outcomes will have on your life and how insignificant the decision will be in the long run. Even when you are making a truly big decision (e.g. which job to take), do not get lost in details (about vacation days and other benefits), take most or your time to think about the things that make the largest impact (the work you will be doing). Next time you are in the supermarket think about the Fredkin’s paradox and challenge yourself to half the time you spend there.

“We live in an age when unnecessary things are our only necessities.” – Oscar Wilde

More on Fredkin’s Paradox:

https://www.youtube.com/watch?v=8GOo_AdAPVU – Video about Fredkin’s Paradox

http://io9.com/fredkins-paradox-explains-why-you-waste-time-on-meaning-1629941418 – io9 post on Fredkin’s Paradox

http://en.wikipedia.org/wiki/Fredkin’s_paradox – Wikipedia on Fredkin’s Paradox

http://xkcd.com/1445/ – XKCD on choosing a strategy

How to Learn Anything Faster With The Feynman Technique

“I learned very early the difference between knowing the name of something and knowing something.” – Richard Feynman

The Feynman Technique helps you to understand, recall and explain anything in under 20 minutes. Do you want to know how; use the framework below

Why

Because learning is not about remembering something difficult, but it is about making things easier. The Feynman technique can be used for anything, from understanding a simple problem to grasping quantum physics. By forcing yourself to make something easier, you will remember it better!

1) Choose a Concept

Everything from gravity or our solar system to business cards or bonsai trees goes. The Feynman technique can be used to tackle most of the world’s concepts. Even if a concept consists of multiple parts (e.g. how wars start), you can use multiple paragraphs to explain it…

2) Explain it like I am 5

… like I am 5 years old. This forces you to make it really simple. You cannot use words like ‘transpose’ or ‘novella’, keep it simple. One other way, most useful for explaining technology, is to put yourself in the shoes of your (grand)parents. This has the advantage that you will not accidentally be patronizing your public. Sidenote: I took the ELI5 acronym from the subreddit /r/explainlikeim5 – a great place for explanations!

3) Pinpoint Your Knowledge Gap

If you cannot find the words to describe your concept in layman terms, get your nose back into the books. Making a simple explanation thus pushes you towards really understanding and interpreting what you read, not just skimming the text.

4) Use an Analogy

Working with abstract concepts, or is your concept still just too difficult for the 5-year-old you? Try using an analogy to link the concept to something you already know. This has the advantage of connecting old and new knowledge in your head and helps you better remember the new concept.

5) Simplify the Concept

If in the end, your concept is still too hard to grasp, try simplifying it once more. Sometimes it is better to lose some details along the way if that makes it easier for you to remember a concept (versus forgetting it altogether).

Examples

  1. Gravity is the attraction of very large objects on smaller objects, like the earth on you and me
  2. A novella is a short book that tells a story just from the perspective of the main character in the book
  3. A bonsai tree is a miniature tree. Just like your miniature car, it is made of the same things as the big thing, but only smaller

When to Use

Almost always. Use it to explain things to yourself when you are studying, use it to explain difficult concepts to others (e.g. in this blog), or of course when talking to your 5-year-old niece/nephew.

“The first principle is that you must not fool yourself and you are the easiest person to fool.”  – Richard Feynman

More onthe Feynman Technique:

https://www.youtube.com/watch?v=FrNqSLPaZLc – Youtube video on the Feynman Technique

http://trevormcglynn.co/2014/05/29/learn-anything-with-the-feynman-technique/ – Related blog on the Feynman Technique

http://www.farnamstreetblog.com/2012/04/learn-anything-faster-with-the-feynman-technique/ – Another related blog on the Feynman Technique

Factfulness

Please read Factfulness by Hans Rosling! Although I was already familiar with quite some of his work, Hans does a great job of showing how the world really is. And it’s middle-class, more equal (at least in education) than expected, more beautiful than you see on the 6 o-clock news. Through misconceptions we have, interspersed with personal anecdotes, the book is a perfect (and not too long) read to get you seeing the world in a new light.

Here are the misconceptions, but before that, his TED Talks.

https://www.ted.com/playlists/474/the_best_hans_rosling_talks_yo

  1. Gap: Look for the majority (they are at level 2 instead of 1)
  2. Negativity: Expect bad news (even if the trend is positive)
  3. Straight line: Don’t always assume a straight line as the trend (it can curve in many ways)
  4. Fear: Calculate the risks (don’t only trust on gut feelings)
  5. Size: Get things in proportion
  6. Generalisation: Question your categories (think not Muslim and terrorist)
  7. Destiny: Slow change is still change
  8. Single: A hammer needs a nail, you can see things from different perspectives
  9. Blame: Resist pointing your finger (and as with single, don’t seek one simple explanation)
  10. Urgency: Take small steps!

And this is what Bill Gates has to say:

https://www.gatesnotes.com/Books/Factfulness

” My late friend Hans Rosling called the labels “outdated” and “meaningless.” Any categorization that lumps together China and the Democratic Republic of Congo is too broad to be useful. But I’ve continued to use “developed” and “developing” in public (and on this blog) because there wasn’t a more accurate, easily understandable alternative—until now.”

Capital in the Twenty-First Century

As with my first attempt about 2 years back, I’m struggling to get through the whole book. The level of detail is great, but too much for me personally to get through. I will continue to the conclusions to see if I can find anything else that I want/should mention before writing down my notes.

In the end I did finish the whole book and found it a very interesting read/listen. Here are some pointers:

  • Inequality is real and growing
  • That by itself isn’t perse bad, but the consequences of it, and the position it brings a large portion of the population in, is bad
  • It’s poverty we don’t want to have / want to reduce, and to raise the living standards of millions. (also see Factfulness)
  • Capital makes more money than wages ( r (rents) is greater than g (growth)). There really isn’t a way around it
  • Population isn’t growing much in level 4 (developed) countries, and this will be the same the world around sooner than later
  • Taxation of capital could be the way to go, but with taxation competition between countries, this is very unlikely to happen
  • The 1% in terms of wealth is much richer than the 1% of income. Many (from memory 40%+) doesn’t really own anything. A very small percentage owns most
  • And when talking about that small percentage, focus on the 1-5%, not the 0,0001%, they might have a higher relative percentage, but in terms of total influence, the former group is much more important

All right, these are my notes for now. I might add some more at another time.

Enlightenment Now

Enlightenment Now by Steven Pinker is the follow-up to Better Angels of Our Nature. It’s another great epic that looks at human progress. This time not only at war and violence, but also at many more of the progress that we’ve made in the 21st century.

A critique I hear (with the Effective Altruism) community, is that he isn’t realistic/pessimistic enough about future threads. In this review I want to mainly focus on that and see if I can distil my thoughts here too.

ABC TBD

Reaching Goals with Implementation Intentions

Making goals is only half the story on the long road to achieving them. For a person to successfully reach a goal, he or she first has to avoid many temptations. Along the way, there may be more compelling goals, activities or opportunities to pursue. You are left wondering what will help you reach that goal in a convenient way, a way that makes use of the less is more heuristic. Luckily such a system exists and is called implementation intentions; ‘I will do Y when situation Z presents itself’. This article will explain the way implementation intentions work and how you can best benefit from them.

To better understand implementation intentions the first focus will be upon goal intentions; ‘I am planning to achieve X’. This is in itself a good thing to do, to set a horizon and know what you want to do. To be as successful as possible a goal intention should be both challenging and specific. It should be able to give you feedback, be proximal (rather than distal), framed as a learning goal (rather than performance), and promotional (rather than prevention). A good example would be ‘I am planning to write one article next week’ (see that one part is missing however). By making a goal intentions you are committing yourself to the goal. The only bad luck is that goal intentions only predict 20-30% of the variance in behaviour, or in other words, it is not very predictive of future behaviour.  This is where implementation intentions make their contribution.

An implementation intention specifies how, where, and when you are going to achieve your goal. You are now not linking yourself to the end goal, but you are linking yourself to the fact that you are going to react a certain way in a certain situation. Implementation intentions, via this mechanism, lead to the automating of the goal-directed behaviour on the moment the situation occurs. The control over the behaviour is given to the environment. The less is more heuristic at work here is that you will not have to constantly remind yourself about the goal, only when a certain situation occurs you will perform the goal-directed behaviour. The conscious and effort-full control of the goal-directed behaviour is being automatically controlled by selected situational cues.

Let us now consider two examples of implementation intentions directed to support our earlier goal intention. One to promote the achievement of the goal could be ‘I will work on my article the next time I am at the computer and on the internet’. This is a cue that will most definitively occur in the coming week and allows the person to achieve the goal rapidly. Implementation intentions can also be used as peripheral statements, for instance, to stop behaviour that inhibits productivity. One statement could say ‘I will read my articles when I am on my computer’, through this the person will do his homework first and only then write an article.

Knowing now what goal intentions and implementation intentions are, it is vital to know how effective they are. The most effective way of implementing implementation intentions is to make them for difficult-to-implement goals. There is a high likelihood that you will be tempted to do other things (for instance, watch a series on the internet) and implementation intentions can effectively steer you to do the goal-directed behaviour. For more easy-to-implement goals an implementation intention has a little extra effect since a person was already likely to reach a goal. This does however not mean that it has any negative effects and can always be used.

To take home is the advice to use implementation intentions. The theory behind the principle is easy and making use of implementation intentions is even easier. Every time you make a commitment to achieve a goal you will specify when to execute the behaviour. This will help you develop both good habits (e.g. I will do my exercises whenever I open the curtains) and reach difficult goals.

References & Further Reading:

1. Gollwitzer, P. M. (1999). Implementation intentions – Strong effects of simple plans.American Psychologist54, 493-503.

2. Gollwitzer, P. M., & Brandstatter, V. (1997). Implementation intentions and effective goal pursuit. Journal of Personality and Social Psychology73, 186-199.

3. Sheeran, P., Webb, T.L., & Gollwitzer, P.M. (2005). The interplay between goal intentions and implementation intentions Personality and Social Psychology Bulletin,31, 87-98.

4. http://psp.sagepub.com/content/23/9/945.abstract

5. http://www.artofmanliness.com/2012/01/22/a-formula-for-success-the-power-of-implementation-intentions/

6. http://zenhabits.net/fear-not/