Another personal learning update, this time flavored around Complice and collaboration. I wasn’t expecting this when I set out to write the post, but what’s below ended up being very much a thematic continuation on the previous learning update post (which got a lot of positive response) so if you’re digging this post you may want to jump over to that one. It’s not a prerequisite though, so you’re also free to just keep reading.
I started out working on Complice nearly four years ago, in part because I didn’t want to have to get a job and work for someone else when I graduated from university. But I’ve since learned that there’s an extent to which it wasn’t just working for people but merely working with people long-term that I found aversive. One of my growth areas over the course of the past year or so has been developing a way-of-being in working relationships that is enjoyable and effective.
I wrote last week about changing my relationship to internal conflict, which involved defusing some propensity for being self-critical. Structurally connected with that is getting better at not experiencing or expressing blame towards others either. In last week’s post I talked about how I knew I was yelling at myself but had somehow totally dissociated from the fact that that meant that I was being yelled at.
The process “giving feedback” is outdated. Or limited, at least.
Let’s do a post-mortem on a post-mortem, to find out why…
My friend Benjamin (who works with me on both Complice and the Upstart Collaboratory culture project) and I had an experience where we were making some nachos together, and… long story short: most of them burnt. We then spent a bit of time debriefing what had happened. What was the chain of events that led to the nachos burning? What had we each experienced? What did we notice?
This yielded a bunch of interesting and valuable observations. One thing that it did not yield was any plans or commitments for how we would do it differently in the future. Anything like “So when [this] happens next time, I’ll do [that], and that will act as a kind of preventative measure.”
Given that lack of future plans or commitments, one might ask: was it a waste of time? Did we not really learn anything? Will things just happen the same way again? » read the rest of this entry »
Much of this post was originally drafted a couple years ago, so the personal stories described in here took place then. I’m publishing it now in part because the novella that inspired it—Ted Chiang’s Story of your Life—has recently been made into a feature-length movie (Arrival). In some contexts, it might make sense to say that this post may contain spoilers for SOYL; in this particular one, that would be hilariously ironic. Even after reading this post, the story will be worth reading.
This post begins, like so many of mine, with a conversation with Jean, the founder of the Upstart Collaboratory, where she and I and others are practicing the extreme sport of human relating. Jean remarked that a conversation she’d had earlier that day had been really good, then noted that she’d already told me that.
I replied, “Well, yes, and it was meaningful to me that you said it again. On the most basic level, it implies that on some level you felt you hadn’t yet conveyed just how good the conversation had been.” Then I shared with her something I’d heard from Andrew Critch, at a CFAR workshop. (Quote is from memory)
If someone says “something” to you, then that doesn’t mean that “something” is true. It also doesn’t necessarily mean that that person believes that “something” is true. Incidentally, it also doesn’t necessarily mean that they think that you don’t already agree with them that “something”. It really just means that, at the moment they said it, it made sense to them to say “something”. To you.
I was having a lot of challenge figuring out where to start this one. For some reason, the Object/Process/Meta structure I used the past three years doesn’t feel like it makes sense this year. Maybe because this year a lot of the object-level “stuff I did” was itself process- or meta-level.
The first thing I need to get out of the way is that as of last week, I’m using the Holocene calendar, which means that instead of writing my 2016 CE review, I’m writing my 12016 HE review. It’s the same year, but I’m experimenting with living in the thirteenth millennium because (4-6 years after) the birth of Christ is a weird start time for a bunch of reasons. Better is about 12,000 years ago, around the start of human civilization. There might be a slightly more accurate year, but the nice thing about just adding 10,000 years is that it means you don’t have to do any math to convert between CE and HE: just stick a 1 on the front or take it off. This in turn means I can use it in public-facing works and while it might be a little confusing, it’s still easily-understood. Here’s a great YouTube video on the subject. I’ll tell you if/how this affects my thinking during next year’s yearly review, after I’ve been using it for awhile.
Okay, 12016. » read the rest of this entry »
So we’re trying to upgrade our mindsets.
Here’s my formulation of what we’ve been doing at my learning community, which has been working well and shows a lot of potential to be even more powerful:
With deep knowledge of why you want to change, make a clear commitment, to yourself. Then, share that commitment with people who support you, and make it common knowledge.
(Update post-2020: the “working well” was illusory. It was very effective at causing temporary wins, followed by relapses. I talk about those dynamics here, and more generally about how “Mindset choice” is a confusion.)
I’ve written before about a hard vs soft distinction: with hard accountability, there is a direct, specific negative outcome as a result of failing to meet your commitment. This is the domain of commitment contracts (“if I don’t write this paper by tuesday 8pm, I’ll pay you $50”) and systems like Beeminder. With soft accountability, you’re making a commitment to paying attention to your behaviour in the relevant area and shaping it to be more in line with your long-term vision.
Read that post to find out more about the distinction. Here I just want to note that hard accountability has some disadvantages in fuzzy domains, for instance in changing habits of thought. One is that if there’s a grey area, it’s then very unclear if you’ve succeeded or failed at the committed behaviour, and you need to know. Furthermore, it’s likely to be the case that the behaviour change you want to make isn’t exactly the same as the one you can measure, which means that your commitment is now somewhat at odds with your goal, in that you’re optimizing for the wrong thing.
This post was co-written with my friend Duncan Sabien, a very prolific doer of things. He had the idea of writing the article in a sort of panel-style, so we could each share our personal experiences on the subject.
Malcolm: At the CFAR alumni reunion this August, my friend Alton remarked: “You’re really self-directed and goal-oriented. How do we make more people like you?”
It didn’t take me long to come up with an answer:
“I think we need to get people to go and do things that nobody’s expecting them to do.”
Duncan: When I was maybe nine years old, I had a pretty respectable LEGO collection dropped into my lap all at once. I remember that there was one small spaceship (about 75 or 80 pieces) that I brought along to summer camp, with predictable results.
I found myself trying to piece the thing back together again, and succeeded after a long and frustrating hour. Then, to be absolutely sure, I took it completely apart and reassembled it from scratch. I did this maybe forty or fifty times over the next few weeks, for reasons which I can’t quite put my finger on, and got to where I could practically put the thing together in the dark.
These days, I have an enormous LEGO collection, made up entirely of my own designs. My advice to pretty much everyone:
When you think of “ultimatums”, what comes to mind?
Manipulativeness, maybe? Ultimatums are typically considered a negotiation tactic, and not a very pleasant one.
But there’s a different thing that can happen, where an ultimatum is made, but where articulating it isn’t a speech act but rather an observation. As in, the ultimatum wasn’t created by the act of stating it, but rather, it already existed in some sense.
I had a tense relationship conversation a few years ago. We’d planned to spend the day together in the park, and I was clearly angsty, so my partner asked me what was going on. I didn’t have a good handle on it, but I tried to explain what was uncomfortable for me about the relationship, and how I was confused about what I wanted. After maybe 10 minutes of this, she said, “Look, we’ve had this conversation before. I don’t want to have it again. If we’re going to do this relationship, I need you to promise we won’t have this conversation again.”
I thought about it. I spent a few moments simulating the next months of our relationship. I realized that I totally expected this to come up again, and again. Earlier on, when we’d had the conversation the first time, I hadn’t been sure. But it was now pretty clear that I’d have to suppress important parts of myself if I was to keep from having this conversation.
“…yeah, I can’t promise that,” I said.
“I guess that’s it then.”
“I guess so.”
I think a more self-aware version of me could have recognized, without her prompting, that my discomfort represented an unreconcilable part of the relationship, and that I basically already wanted to break up.
The rest of the day was a bit weird, but it was at least nice that we had resolved this. We’d realized that it was a fact about the world that there wasn’t a serious relationship that we could have that we both wanted.
I sensed that when she posed the ultimatum, she wasn’t doing it to manipulate me. She was just » read the rest of this entry »
This post was written collaboratively with my friend Kai Rathmann. The reason for this will become apparent very shortly.
The thesis of this post is essentially: make things with people. We want to introduce a new-ish framing for how to relate to people, called “project partners”. A project partner is someone that you are doing (or have done) a project with. The project can be large, but doesn’t have to be. The key is that you have the experience of working together towards a specific, external, common goal.
Doing a small project with someone is great for a number of reasons:
