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Tag: psychology

From anger to effective action

Anger: Stage Two of the Banking Crisis

Today, senior bankers fronted up to a Select Committee to make their apologies.  Shortly afterward, BBC ran a chat show and asked the public whether apologies were enough.  The public had a lot to say and the BBC presenter was clearly testing the depth of our anger.

Anger is Stage Two in the FIVE stage process of receiving bad news: denial, anger, bargaining, depression, acceptance.

So what does acceptance look like and how do we get there?

David Whyte, corporate poet, tells a good story that helps us understand the beginning and end of the five stage process, what we have to do to move from start to finish,  and why it is so difficult to take the first steps.

Whyte was trekking in Nepal.  He had left his friends and came, alone, on a ravine with a rope bridge in poor state of repair.  He was horrified.  It was too dangerous to use the bridge and too late to turn back and rejoin his companions.

So many situations are similar. We are stuck. It is too dangerous to do what we want to do and we cannot immediately see a way out of our predicament.  We are overcome by a mix of frustration, anxiety, shame and fear, and are in Stage One and Stage Two.  We are ‘all emotion’, and reasonably so.  After all, we are in trouble.

But in that funk, we cannot think clearly and cannot find a way out of our dilemma.

Tomorrow, I’ll break the situation into psychological terms and point out what we have to do if we are ever to move on.

Come with me!

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Complicated is horrible. Complexity is beautiful.

Oh, I am so irritated.  I’ve been doing tax returns all day.  They have to be one of the most irritating things in life, and not because someone is taking money off us.  They are irritating because they are convoluted, fiddly, and complicated.

There are plenty of other complicated things in life too.  Airports with signs that send you anywhere except where you want to go.  Bosses who change their minds quicker than change their socks.  And road signs!  Zemanta, the Firefox Addon which searches the web while you write your blog, found this humbdinger of signage from Toronto, dubbed ‘The Audacity of Nope‘.

The opposite of complicated is complex

Instead of the stop-start sensation we get when details are allowed to disrupt the flow of the whole, complexity is when the parts come together to make something bigger themselves – like the mexican wave in a home crowd.

Is eliminating complicatedness and creating complexity the essence of professional life?

Do architects create buildings where we flow, never having to stop and scratch our heads, or to backtrack?

Do brilliant writers grab attention our attention in the first line and take us with them into a world where we follow the story without distraction from out of place detail?

Do leaders describe our group accomplishment, and draw us into a collective adventure, to play our part without constant prodding and cajoling?

How do you create complexity in your work?

In what ways do you help us experience the whole where parts fit in without discord?

  • What is the ‘whole’ thing that you make?  If you can’t name it, can you visualize it, or hear it?
  • What are the essential parts of the whole, and the linkages between the parts that are essential to form the whole?
  • What are the signs that you look out for that the whole is ‘forming’, or ‘not forming’, as it should?
  • What are the extra bits of help that from time-to-time you add for the whole to come to fruition?

I’m interested in the complexity you manage, and the beautiful and satisfying experiences you add to the world.

Come with me

Share your experiences with us?

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Psychologists, 2009 AD, recessions, life

Ned’s challenge

Ned has solved my dilemma about what to write about this weekend.  Commenting on my post on Hope, he asks:

How do positive psychologists quantify this information if you are no longer studying behavior? In other words, how do you maintain empiricism?

Learning to be systematic

As I said in my post on Hope that during my training as a psychologist, Hope and such moral virtues, were out-of-bounds.  Like most psychology departments at the time, we were behaviourists and positivists.  We studied what we could see, and we looked for the underlying ‘laws’ of behaviour.

Learning to watch carefully

I am still in favour of psychologists being taught in this way.  A lot of psychologists arrive from the ‘Arts’ and the ‘laboratory method’ is a good counter-balance to their prior training.  The first step in developing empathy is to recognize the ‘other’.  And even psychologists (particularly psychologists) struggle with this.  If I have to describe you, and you alone, and if I am given the challenge of describing you in exactly the same way as the next person sees you, I begin the journey of separating what I want, from what you want. And as a result, I will be a lot more effective in everything I undertake.

Practically too, quantitative questionnaire-based studies are heaps easier to do for your dissertation!

Learning to tell a story

The analytical tradition is not, though, the whole story.  When we work as psychologists, we have to learn to synthesize information about a  person.  We have to bring together all the measurements we have gathered, and understand the person as a whole.  Regrettably, even at the post-graduate level where people are training to go into practice (as doctors do in the clinical part of their training) psychologists are given little help in this formative task. They are taught, after all, by people whose university careers depend upon being analytical.

At this juncture in a psychologist’s training, people who came from the ‘Arts’ have a better time.  Our measurements need to be woven together into a coherent narrative and people who studied Literature and History at school are now at an advantage.

The new age is the age of synthesis and morality

Practising psychology has been a journey, for me, towards learning to synthesize information.  I was pleased to see that Mihalyi Cziksentmihalyi, who you probably know for his concept of Flow, has predicted that synthesis is the new science.  And more so, synthesis with a moral edge.

  • It does mattter that we can walk in other people’s shoes.
  • It does matter that we can judge the effects of our actions on others.
  • It does matter that we can understand how our actions hurt others, and how an action that seems essential to us might be repulsive, disgusting and quite repellant to other people.
  • It matters too, that we have the capacity to imagine a narrative, or story line, in which we are not at each others’ throats.  Development and world peace depends on our imagination.

We are part of the contests and conflicts of life

The difficulty with the analytical tradition is that it pretends that we are above the fray.  We are part of the story of this planet.  Thankfully.  And I intend to play my part in making the tough decisions of life.  To raise issues. To look for ways forward.  To press my case and the case of those dear to me  To negotiate. To look for common ground.  To apologize when I have it wrong.  And to go to war when necessary.  But understanding that to do so might put me in a position where I get a heap lot wrong.  I’ll try the diplomatic route first.

But above the fray, No!  Always right?  Good lord.  The only way to be always right is to be in a laboratory.   To lock oneself up and throw away the key.

Rethinking psychology

The world is not like this.  We are giving-and-taking all the time. That is life.  That’s the part I like!  Can psychology cope with it?  We need to learn an expression common in management theory.  A business is path-dependent.  It is completely unique in other words.  From studying other businesses, I can develop a sense of the possible.  I can learn to look at my situation methodically from a variety of perspectives.  But they way things turn out is not predicitable.  The way things turn out is the result of all our actions – yours, mine and people we don’t even know.  All these taken together are far too complicated to predict with any specificity.

Occupational hazards

The unknowability of life may be depressing if you are wedded to the idea that the world is predictable.  But who said that it is?  The analytical tradition asks, only, what can we predict?  Unfortunately, if you spend to much time in a psychology laboratory, being rewarded for finding phenomena that are amenable to analysis, you start to think that everything must be analysed and if it can’t be subjected to experimentation that it is not important.  An occupational hazard of being a research psychologist is that you gradually lose your capacity for synthesis under real life conditions.

Are we up for the fullness of life?

David Whyte, British corporate poet, has a wonderful poem that he calls a Self-Portrait.  It begins:

“It doesn’t interest me if there is one God or many gods”

and ends

“I want to know if you are willing to live, day by day, with the consequence of love and the bitter unwanted passion of your sure defeat.  I have heard, in that fierce embrace, even gods speak of God.”

So while I endorse analytical training for people embarking on a career as a psychologist, training in synthesizing information is also a necessary part of our ‘clinical’ training.  At the same time, we learn to understand that it is not about our clients getting it right, or avoiding the downside of life.  It is about our clients entering the fray.  Of putting their passions at the disposal of the collective.  Of living with glory, and with defeat.  And doing so knowing that a full life for the collective and themselves depends upon they doing their job ,with their special talents, even though sometimes it feels like a ‘cross to bear’, and a ‘cross to bear’ with no certainty that we are even doing the right thing.

One age at a time

That is life.  For most twenty-somethings, this is very hard to understand.  I am happy they take the first step in understanding their personality is different from others, and that to have winners, by definition we must have losers.  Those concepts are hard enough.  They will learn more later, just as our stumbling one years olds delighted us by running like gazelles in their teenage years.

What’s next?

2009 promises to be a hard year.  The financial crisis is even worse than most people understand.  My analytical training helps me here and I am collecting visual explanations on the page Financial Crisis Visually.

This month has also been a horrible month with out-and-out conflict breaking out in Gaza (hence some of the fiercer imagery, perhaps).

But it is our year.  It is our time. And our life, in 2010, depends entirely on what we do together, now.

Come with me,

life is contested, but it is ours.

P.S.  Ned has persuaded me to re-orient this blog more to non-psychologists.  Please let me know if I am on the right path and what you think I should be doing!

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3 characteristics of recession-lovers

I need your help

This is a serious post and I would love some of the heavy hitters out there like Jon Ingham, Scott MacArthurBay Jordan and Jon Husband to critique it. Others please join in!

I am a work psychologist. That means I am as much concerned about work as I am about psychology. I do a lot of background reading about management, organizations, new work like nanotechnology, etc.

McKinsey’s advice on management & organization in a recession

McKinsey have just circulated an old report 2002 report on risk and resilience in recessions.

They argue that firms that come out of a recession in the upper quartile, differ significantly from other firms.  The winning group, lets call them “recession-lovers”, either hung on to their upper quartile position, or came up from below.

The McKinsey report has a few sentences I find ambiguous. They are also talking about firms that make the UQ. They aren’t talking about firms who climb from LQ to Median say, so we should be careful not to over-extrapolate.

3 winning characteristics in a recession

I have found THREE characteristics of the ‘recession lovers’.

1.  ‘Recession-lovers’ surge ahead because they were always clearly focused on what they are doing. Prior to the recession, recession-lovers are involved in less acquisition activity than their rivals. Recession-lovers maintain their acquisition activity during a recession, while others drop acquisition activity to the steady level of the recession-lovers.

Can we conclude that firms who are less successful during a recession were involved in shakier business prior to the recession?

2.  Recession-lovers make 33% more sales per employee than their rivals. During the recession, they maintain this ratio by spending MORE money on sales and general costs. To do this, they absorb lower margins (TESCO’s just announced this I think).

Can we conclude that more successful firms move to protect and maintain their central markets?

Can we conclude that less successful firms are willing to jeopardize their market position by taking quicker profits?

3.  Recession-lovers spend more money on R&D and double this expenditure during the recession.

Can we conclude that rivals had thought that their markets and products were stable and by cutting back further believe that markets will be essentially unchanged after the recession?

3 thought-provoking questions for HR Managers to ask

If I have summarized this report correctly, then there are hard questions HR Managers should be asking as they consider redundancies, cutbacks, etc.

1.  When we hired staff, we assured them of their importance, and the value and importance of the products and services they would deliver.  What has changed?

2.  Now the market is tougher, surely we should give staff  more, not fewer,  resources to do their work and to sell our products and services.   If we don’t allocate more resources, than why?    Was our previous allocation of resources thoughtless, or,  is the market is worth protecting, in which case .  .  .  What are the ethical and legal implications of what we are saying?

3.  If we are making less provision for R&D, then are we saying that the demand for our products and services will be stable into the future?  Is so, why not write long-term contracts for staff on those lines?

What’s your take?

I would like to phrase these questions as constructively as possible and I don’t want to overreach.

How can we improve our understanding of a business so that in the future we can ask the right questions earlier?

Where do young HR managers in UK develop and test their understanding, BTW?  Which are universities and firms known for turning out HR Managers with solid business sense?

UPDATE: For an HR Managers perspective on the Recession, I have written a summary on a new post.

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Uni degree, then what?

Meeting up with psychology students around the world on Twitter

A psychology student, Trudy, commented on my post about Work Psychology: 2008 AD. I first ‘found’ Trudy using Twitter, the micro-blogging service, where you say what you are doing in 140 characters or less. I ‘followed ‘her there, and from there to her blog psychology in real life.

Gen Y are proactive

Trudy is an example of Gen Y: connected and proactively connecting to the world by writing about what she is doing now. Blogging & twittering illustrates an important issue for work psychologists. The world changes and we need to be up-to-date about the way we work, communicate, and interrelate. Work psychology is as much about work as it is about psychology.

Now Trudy doesn’t want to hear about her – she has her own voice! She would like to know what I do. So with permission of my client, here is a case study of a project currently on my desk.

Case study

A graduate, let’s call him Tom, lives and went to university in a remote regional capital.  Tom always had very clear work ambitions and read far beyond his university studies about his chosen industry. Unfortunately, this industry (industry not function) doesn’t operate in his home town and ‘getting into play’ means applying for jobs thousands of kilometers away where he is unknown and unsupported.

Undaunted, Tom is setting off to a trade meeting where he hopes to meet people and circulate his CV as a committed wannabe that someone should take on as an apprentice production manager. This is pretty proactive by any standard. Understandably though, he is anxious, in rather a diffuse way.

There is plenty advice about networking and job hunting on the internet. And it is valid. Look the part you want to play (preferably one level up). Have a smart CV stating your achievements briefly and with numbers. Speak to the needs of your targets (whom he has researched). Circulate with copies of your CV. Keep conversations focused and sum up what has been agreed. Follow up with an email and follow up again when you get home.

What does a work psychologist offer that is over-and-above this advice?

1.  We are on your side

We know that only 1 out of 20 students leave university with written goals and they achieve as much in life as the other 19 do together! A ROI of 2000%! We also know that 1 person out of 100 creates content on the internet, 9 comment, and 90 lurk. What distinguishes active, proactive people from the passive?

Actually nothing. Achieving goals is very easy. Setting goals is the difficult part and we cannot be continuously proactive about everything!

A psychologist helps you to assess what is reasonable to expect of yourself, taking into account your life as a whole, and most importantly, stays with you during the whole process. A mentor and supporter is critical to Tom’s professional success.

2.  We take the trouble to understand your task

When I was growing up, career advice was a matching process in which we find appropriated holes for pegs of various shapes.. In this century, we understand careers as “discovering and shaping the place where the self meets the world” (David Whyte). We no longer believe there are holes or pegs. Instead we encourage students to make the place where they interact with the world.

Trudy does this very well with her blog. Tom is making that place by attending the trade meeting, but can he do more?

3.  We share with you what we have learned in other industries

The last ten years has seen growing tension on many fronts. Indeed, many people see the credit crunch and Obama’s election as two sides of this coin. Any one watching the Obama election will know he used Facebook, Twitter and a website where supporters (and non-supporters) could log on, make their own profile, and talk directly to each other.

This is not just a political phenomenon. We have all used call-centres and so, we know about out-sourcing. What has been less visible to the public is a move from ‘push’ management to ‘pull’ management. What this means is that, just like in the Obama campaign, we have added a third stream to management.

We still have people-2-purpose, we still have people-2-resources. Now we also have people-2-people. The fun part of people-2-people systems is that we can take the initiative. Moreover, because people-2-people systems use platforms similar to Facebook, Gen Yers are very comfortable taking the initiative.

My suggestion to Tom is that he takes the initiative hugely and sets up a social media interface for his trade meeting. In practical terms, all he needs to do is spend a couple of evenings activating a community on Ning, a hashtag on Twitter, and start connecting with people attending the meeting.

What would he expect to gain?

  • Early contacts whom he can follow up in person

  • Better conversations among graduates in the same boat as himself

  • A place for employers to ‘come out’ and engage at a deeper level with ‘wannabes’

  • Reputation as a project manager in the industry

I would expect that as he worked on the project that his goals would refine themselves quite fast and that would maintain my interest and motivation! I would be quite forgiving of phone calls and DM that have the time zone calculation wrong! I would not think it impossible to create the ultimate space where the self meets the world: a special assignment as assistant to the CEO.

This is an ongoing assignment: will it work?

This may surprise you. It doesn’t have to work. Tom is going to the meeting anyway. He will walk around introducing himself anyway. Twittering, Facebook, Ning cost nothing but “intellectual surplus” [TV time] and if he gets bored with the project, or runs out of time, he doesn’t even have to clean up!

Modern day norms allow this. That is the nature of “pull” management. Take part if you wish, don’t if you don’t want to. The world is our oyster!

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Work psychology: 2008 AD

Do you know what work psychologists do?

Thirty-one years ago, I decided to study psychology.  And for 28 years, I have practiced as a work psychologist.  Can you imagine my surprise when some readers said this blog was their first encounter with my esteemed trade?  So what do we do?

What do we do all day?

I love being a work psychologist and I think it is important for you to know I go to my ‘office’ every day with a spring in my step, looking forward to the people I will meet during the course of the day.   Most of our lives are spent ‘on the road’.  We usually work at our clients’ factories and offices, and we need strong arms to carry around briefcases laden with confidential papers.  When you see us, we are likely to be taking part in some HR exercise — recruitment, selection, or team-building, say.  When you don’t see us, we will be reconciling paperwork, doing computer work, or talking to senior managers about the direction of the company, and ways to organize, lead, up skill, confront challenges, and look after each other.

Why do clients hire us?

We deal with the pulse of the organization.  Ideally, we want everyone to enjoy their work as much as we do.  There is fascination in what we do, but little mystery.  Our understanding of how organizations work has grown in leaps and bounds over the last 100 years.  The last ten years have been particularly interesting as the limits of old ‘mechanical’ organizations have been reached and we’ve begun to embrace the fluidity and flexibility of the internet.

The psychologist’s role is to bring to the party up-to-date information about the way work practices are changing around the world, hands-on experience of changes in other companies, and deep commitment to supporting you as you think through changes in the immediate and foreseeable future.

What is special about what we do?

Just looking at us work is not sufficient to see the value we add.  You can see us talking to people – lots of people do that!  You see the briefcases – a prop?

The key to what psychologists do is deep training and ongoing exposure to work situations around the world.  When we talk with you, we are not asking whether we like you.  Nor, are we are asking about things we want.

Our interest is in accurately understanding your motivation and your circumstances, reflecting them against the changing world of business and work, and helping you work through the mix of emotions you feel as you cast your story in terms of today’s economic conditions – globalization, credit crunch, and new technologies.

This is a complicated process.  Even in the simplest business, we have on the one hand the things we want, and one the other, ‘what’s out there’.  And that gap in knowledge is not all we cope with.  When we really want something, we feel fear and trepidation.  Our job is to stay with you while you work through your anxiety and take the first step towards what will ultimately be success and very deep satisfaction.

Psychologists understand this process, see it is normal, and are there to help steer you through all three questions: you, your opportunities, your emotions.

When we work in most modern businesses, 5, 10, 15, 10 000, 100 000 of us are going through the same process.  When I decide, for example, to pursue my story in certain ways, my actions change your circumstances.   The key to good organization is that the give-and-take between us as we follow our own dreams strengthens us as

When we work in most modern businesses, 5, 10, 15, 10 000, 100 000 of us are going through the same process.  When I decide, for example, to pursue my story in certain ways, my actions change your circumstances.   The key to good organization is that the give-and-take between us as we follow our own dreams strengthens us as individuals and as a group.  Therein, the discussions we hold with senior managers.

Some case studies next? 

Do let me know if I have made it any clearer what we do for a living!

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What psychologists can learn from social media

Still rapt

Image by bowbrick via Flickr

Introduction, Methods, Results, Discussion

I was trained as a psychologist and I ultimately trained thousands more in the same tradition.

To qualify as a psychologist, in most jurisdictions, we are required to master the art of the “lab report”.  I had done A level Physics, so the format wasn’t unfamiliar to me.  Indeed, the whole rigmarole was based on 19th century physics which psychologists were copying madly.

I don’t think it is bad thing to learn to write a lab report.  I studied Latin too.  Disciplined methodical thinking is important and if you learn how to follow one method, you realize that you can learn to follow any method.  And it is much much easier for students to write up experiments and surveys than handle qualitative studies which are usually too demanding for the 20% 6 month load that most students have allotted to the task.

Holistic Thinking

That said, we have to unlearn a little too.  Psychology leaves us two unfortunate ways of thinking. We are analytical – we break people into parts.  And we are trained to believe that what we are studying is separate from us – a thing.  Most unfortunate when we are talking about people.

A few years after we qualify, we generally stumble over the insight that we have to retrain ourselves to look at a set of data, not as data, as but as a person with hopes and fears, history and future, and most of all a purpose and morality that is not a reflection of our purpose in the interaction.

Even harder to do, is to understand that we are not separate from the person we are “testing”, “counseling”, or “coaching”.  We have our own stories, yes.  But why should ours be sacrosanct or privileged and totally unaffected by the person with whom we are working?  And, can that ever be?  Can it ever be that two people in the same room, or reading a blog post written by another, don’t share some past and importantly some future?

What psychologists can learn from social media

We are affected by our clients.  In the realm of social media, marketers are struggling with the same idea.  I found this excellent quote:

“To succeed in Web 2.0, your site cannot be an optional layer added to people’s lives.  It must be inserted directly into the lives of the consumer.”

If we we are in their lives, how can it be that they are not in ours?

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The essence of leadership is follow me

Even if it is only out of curiosity

Now who said that? Colin Powell, I believe, speaking to HR managers in the UK.

Culture, attitudes, behavior

My friend Steve Roesler at AllThingsWorkplace posted today on workplace culture, and how hard it is to change behavior. This is a central topic in social and organizational psychology. Can we change an attitude without changing behavior? Can we change behavior without changing culture? What sustains culture?

Earlier today I read a similar article in TimesOnLine on whether politicians can change British drinking culture by decree.

David Aaronvitch used a neat phrase:

“Fashion, popular culture, whatever you call it, found a way round authority, because it didn’t depend upon authority, or even upon establishment approval.”

This is the same phenomenon that Steve is talking about: informal culture and power. Should we despair as the TimesOnLine suggests? Brits are drunks – live with it and laugh at politicians nannying us again? Can cultures be modified?

How do we change patterns?

My social media friends will phrase this differently: can we organize viral campaigns?

I think we often put the cart before the horse.

Change effects tend to be spiral, or recursive. In other words, the change creates the change. And a forward change can cause a backward effect, necessary for the forward change.

So why the cart before the horse? We want the cart to be moving along with the horse following.

To get change, we have to join in. We have to be there in other words. We have put ourselves out there and be changed in the process. We have to believe that cart is worth pulling. We have to notice when it starts to roll back and judge whether to roll with it or dig our heels in.  We have to believe in it enough to feel the harness rubbing . . .

It is the linkage that is critical.

Being a player

In organizations, it is the willingness to be a player: to really put our money on the table. Willingness to win and to lose with everyone else.

  • Are we willing to sit at the table and make tough choices? And be accountable for the consequences?
  • Do we believe in our people enough to be accountable on the bad days?
  • Can we have the courageous conversations about what is truly rotten?
  • Can we accept the challenge about how we have treated people?
  • Can we do all of this will only one end in mind – keeping the group there for its members?

We don’t want to be talked at.  We want to talk with people who are also vulnerable in that their pride, future, pleasure, is also at stake.  We want to talk seriously with people about why we are doing this, whatever this is, and authentically discuss what is at stake for everyone.

Can we link our our futures to that cart?

Leading from within

This is the competency that HR Managers struggle with.

This is the competency that I hope social media managers will learn early ~ to be a player.

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Mr Kiasu

The Coxford Singlish Dictionary, a light-hearted lexicon of Singlish published in 2002.Image via Wikipedia

 

I learned a new word today: kiasu.

We are showing ‘kiasu‘ when we load up up our plate with food “just in case” the food gets finished. Over-competitiveness.

It is a Mandarin word, and Singaporean cartoonist, Johnny Lau, has a cartoon character, Mr Kiasu, who in Singlish, “everything also I want”, “everything also sure win”, “everything also I grab”.

Apparently, the closest English expression is ‘dog in the manger’. I cannot eat the hay, but I will not let you have it either!

Apart from the fun of learning a little about Singapore culture and humor, this reminded me of Steve Roesler‘s post on over-managing our children. I thought you might appreciate it.

I wonder what the opposite is? Certainly the word ‘savor’ comes to mind. It being the weekend, it is nice to think of judging the shopping so finely that we have a few really delectable meals . . . and a bare fridge by next Thursday.

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Everday paranoia in London?

King's Building, Strand CampusImage from Wikipedia

I use Zemanta, the new semantic search engine that searches the web for you as you write. It comes up with surprising things. While I was writing about social media elsewhere, it produced a link to this report from psychologists at King’s College, London. My colleagues over at Kings used a virtual reality program of the London Tube to test our responses to people, or avatars actually, staring at us, fidgeting, standing too close, etc.

40% of people experienced a paranoid thought or two!

That surprised me a little. I rather like the London Tube. I had the following thoughts.

1. Now they have suggested feeling paranoid on the Tube, am I going to start feeling wary of my fellow passengers?

2. Are the paranoid part of a club with constant or ever-changing membership?

3. Once we feel paranoid, what next? Does pros-social behavior decrease, as positive psychology, would suggest?

4. I haven’t seen their lab protocols. How many people experienced positive thoughts and a joie de vivre on the Tube?

5. Did people experience both reactions and, if so, in what order?

6. Why did they study paranoia rather than feelings of optimism, buoyancy, and good will?

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