Depression as an adaptation?

For anyone who has been depressed, it is difficult to conceive of depression as something ever useful. Depression immobilizes people, and the core symptom is anhedonia, the inability to feel pleasure. From the perspective of depressed people, these add up to a living hell. The World Health Organization estimates that depression is the fourth leading cause of disability in the world, and that it is projected to become the second leading cause of disability. I recently finished watching a "Great Courses" video lecture series called "Stress and Your Body," featuring Robert Sapolsky, who described the strong correlation between stress and depression. He indicated that lack of outlets, lack of social support and the perception that things are worsening are precursors to depression. In an article titled "Is Depression an Adaptation?" psychiatrist Randolf Nesse terms depression "one of humanity’s most serious medial problems." Nesse also argues, however, that many instances of depression are actually adaptive. How could this possibly be? Nesse explains: [More . . . ]

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Iran’s nuclear bomb

At Truthout, Retired Republican House and Senate staffer Mike Lofgren indicates that he is seeing so much toxic warmongering aimed at Iran these days that it makes George W. Bush look like a pacifist:

For most of my three-decade career handling national security budgets in Congress, Iran was two or three years away from obtaining a nuclear weapon. The idea of an Islamic bomb exerts a peculiar fascination on American political culture and shines a searchlight on how the gross dysfunctionality of American politics emerges synergistically from the individual dysfunctions of its component parts: the military-industrial complex; oil addiction; the power of foreign-based lobbies; the apocalyptic fixation on the holy land by millions of fundamentalist Americans; US elected officials' neurotic need to show toughness, especially in an election year. The rational calculus of nuclear deterrence, which had guided US policy during the cold war, and which the US government still applies to plainly despotic and bellicose nuclear states like North Korea, has gone out the window with respect to Iran. . . . Whether it is sources in Tel Aviv, sources in Washington, or both, that are feeding Iran stories to the US news media is unclear. Whoever they may be, they are playing much of the press - The Washington Post and CBS News are standout examples - like a Stradivarius. In Pentagon-speak, this is known as "prepping the psychological battlefield."

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Bill Moyers discusses America’s cultural divide with Jonathan Haidt

From Moyers & Company, Bill Moyers discusses our contentious culture with social psychologist Jonathan Haidt. Here is my summary of the excellent conversation, in which Haidt offers a roadmap for those of us weary from years of unproductive cultural clashes: Groupish tribalism is generally good because it ramps up cooperation among those in the ingroup while animosity toward outsiders is usually minimal. But tribalism evolved for purposes of "war," so that when a certain intensity is reached, "a switch is flipped, the other side is evil. They are not just our opponents. They are evil. And once you think they are evil, the ends justify the means and you can break laws and you can do anything because it is in service of fighting evil." (min 4:30). Haidt argues that though "morality" often makes us do things we think of as good, it also makes us do things we think of as bad. In the end, we are all born to be hypocrites. Our minds didn't evolve simply to allow to know the truth. In social settings, our minds are not designed to really let us know who did what to whom. "They are finely tuned navigational machines to work through a complicated social network in which you've got to maintain your alliances and reputation. And as Machiavelli told us long ago, it matters far more what people think of you than what the reality is. And we are experts at manipulating our self-presentation; we are so good at it that we believe the nonsense we say to other people."

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What really motivates us

A lot of businesses (and government organizations) are faced with the problem of how to motivate employees in general, and in difficult economic times in particular. I read Daniel Pink's Drive: The Surprising Truth About What Motivates Us last night and had one of those face-palm "wow" moments. I can't call it an epiphany because it came from the book, but I can say that something "clicked." Dan Pink summarizes his observations:

When it comes to motivation, there's a gap between what science knows and what business does. Our current business operating system which is built around external, carrot-and-stick motivators doesn't work and often does harm. We need an upgrade. And the science shows the way. This new approach has three essential elements: (1) Autonomy: the desire to direct our own lives; (2) Mastery: the urge to get better and better at something that matters; and (3) Purpose: the yearning to do what we do in the service of something larger than ourselves.
Pink spoke on this at TEDGlobal in 2009. I recommend the book to anyone in a management (I prefer "leadership") position. As his subtitle suggests, you may be surprised.

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More options = more difficult choosing

Psycho-economist Sheena Lyengar tells us that the average grocery store today offers 45,000 types of products. The average Walmart offers 100,000. The ninth biggest retailer in the world, however, is Aldi, which offers only 1,400 products. Aldi's successful business model circumvents "choice overload." Less is more when it comes to choosing because more choices result in choice overload. In employee financial investment plans, more offerings means less participation. She recommends that we take a bit of time to think about the consequences of our choices in a vivid way to stay on target. Another technique is to order the complexity of our choices so that we start with simpler easier choices to ease into complex projects.   These strategies are worth considering, since the average person makes 70 choices every day.  Most people could use help "managing their choices." There is quite a bit of overlap in this topic with the work of Barry Schwartz, who presented on the "paradox of choice."

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