Showing posts with label humility. Show all posts
Showing posts with label humility. Show all posts

Tuesday, November 06, 2007

On suffering, evil, the existence of God - NY Times

I don't want to argue about the nature of "evil" here, but I do want to reflect on the nature of arguing. Stanley Fish of the New York Times recently posted a column "On suffering, evil, and the existence of God" which made the top-10 most popular list for on-line readers, and has 150 comments posted covering a wide range of opinions. If you ponder "theodicy", it makes interesting reading.

The University of Aberdeen Philosophy Department's glossary defines this as follows:
THEODICY: An argument which tries to explain how a good and all-powerful God could create a world with suffering and evil in it.
I used to spend much time wrestling with such arguments, but finally decided that they are largely a waste of time, akin to one person I recall who had been struggling for a year with whether the word "satan" should be capitalized.

Most of us are not well trained or equipped to develop chains of solid qualitative reasoning that will stand up to time or peer-review, and for many people I observed these arguments largely served as an excuse to avoid doing the chores or facing problems in their own lives. such as how they themselves treated their neighbors.

For my own part, I have observed that it is difficult, or possibly impossible, to extrapolate from one "level" of this physical universe to even the next higher level, let alone extrapolate across a billion levels. Even within humans, children have little knowledge of what adults spend time worrying about, and I've spend many posts on why "management" and "labor" are effectively blind regarding each other's concerns and perspectives and, frankly, realities.

On a very slightly larger scale, if viruses or cells could reason, I doubt that their certain pronouncements about the nature of "life" would remain valid as seen by people.

So, I would suggest a different approach, and take a page from Science's book here, and ask that an instrument or technique or approach be validated and calibrated before being relied upon.

If your lab equipment cannot correctly measure a simple known sample, I wouldn't think you should rely on it to measure a complex unknown one.

So, I'd suggest people who have logical chains of reasoning they think extend "upwards" lower their sights to simply helping us figure out what's going on, say, at the scale of galaxies or even our own neighborhood in the Milky Way galaxy. Are the the first ones here, or is the evidence that someone was here before us, and is maybe still here? Is what is going on on earth of our own making, or is there a larger agency involved?

In this case, by agency, I mean simply and literally that - some agency, institute, corporation, secret government, the CIA, or Club of Rome, or some boring group of "aliens" that is busy growing, mining, or shaping human affairs.

Does anyone know how to make robust measurements of anything, in any way, that lets them determine, with both certainty and correctness, whether "someone else" is meddling in the affairs of some large group of people? And, if so, can the measurement locate either the route or the mechanism or the "source" of the meddling?

Do we have an advanced compass we can set down in a group of people and have the needle spin and point towards some outside group meddling in their affairs?

Or, these days, maybe it needs to make a list of the hundreds of groups who are meddling in the affairs of everyone else, in order to remove those factors, and see if there is still some huge unknown factor meddling in the lives of all of us.

(If you have such a device, I think it has a very high market value and the CIA would love to talk to you.)

Anyway, to my knowledge, no, no one can do that. And, compared to tracking down "God", that should be an easy task.

I'm not saying it's an impossible task, or one that is not a great thing for Science to work on, from a public health point of view and from a SETI (Search for Extraterrestrial Intelligence) point of view, or from a Homeland Security (or X-files) point of view.

The problem runs immediately into the questions I've posted on numerous times before, and not by coincidence. Can we recognize and describe and measure and reason about the kinds of causality that happen over long distances and long times, instead of being immediate and local? Right now, no. That is the current frontier of public health - multilevel distal causality.

When do you look and how do you look? For example, say there is a cake baking in an oven in my kitchen. (I wish!) What would a scientist "measure" to "see" that the cake is an artificial construct that I am "making", and not some natural phenomenon that is simply occurring and carrying out chemical reactions following physical laws?

If you know the answer, please comment or write me. I can't think of any way to make a local measurement of the cake that would nail down that relatively simple fact.

If you enjoy that sort of thinking, I'm also curious how you'd measure a water molecule and tell whether it was just bouncing off its neighbors blindly, or whether it was, viewed from further back, part of a flow of "water" in a "pipe" on the way to fill a glass of water for me to drink.

Unless I'm mistaken, which I'll allow, Science has no way to make such "local" measurements about "global" realities, even on boring things like water or cakes, let alone on whether a parent is "raising" a child or neglecting them when letting them learn something the hard way, let alone making judgments about impacts or influences on whole societies over thousands of years, etc.

Science has other measurement blind-spots right now, such as detecting that something, exposed to many forces, is changing far less than "it should" or, for that matter, not changing at all. Most statistics has trouble going from "As I vary X, you can see it has no effect on Y" and concluding "AHA! Something's clearly going on here!" So if I launch an anti-smoking campaign and smoking doesn't change one bit, is that because my campaign had no effect, or that it was way too effective and immediately cancelled out by an increase in marketing by the tobacco companies in reaction to my original action?

We are not very good at determining the constants of the motion, and even worse at detecting "loop invariants" of the motion - things that can vary but, if you wait long enough, always end up getting reset back to some original value. Those kinds of relationships fall through the standard statistical net, even though they are well-defined and common in computer programming. We can't even always detect things we are sure are there because we put them there.

Or, you can take all the scientific measurements you want to on my car, and extrapolate all you want to, but you will never predict that next Tuesday it will suddenly go to Chicago, which, by some miracle I can predict. That's a very real, observable, physical outcome that doesn't show up on the radar at all before it happens. What else is that radar missing?

Now, my car does not have a "going-to-Chicago-ness" property hidden inside it somewhere that is making it go to Chicago. Yes, the car burns gasoline, but the aspect of life that makes the car end up in Chicago has to do with the nature of human affairs, not with some property of the car. As T.S. Eliot said, "A thousand policemen directing the traffic / Cannot tell you why you come or where you go." There is more than one "reality" at work. The fact that the car is "just sitting there" tells you nothing, it turns out, about what it will do next Tuesday.

There is, literally, a gap large enough to drive a truck through, in the ability of Science to predict, using proven physical laws, what motion the center of mass of my car will take next week. The laws are correct, but incomplete, and in some ways very misleading.
This is not a small thing. When we are considering the nature of humans and society, this little "gap" is huge. It changes everything.

We are way past the simple case where we can simply neglect interactions between the parts. We are deep into "complex adaptive systems" where you can't understand a part without understanding the whole. Almost everything around humans is a created world, dominated by effects that Science, to date, has generally "left out" of the equations.

The gap is done silently, as an obvious, implicit assumption, that, "well, of course, we leave out the case of someone coming along and messing with the equipment." Fine, unless that is precisely the case you are trying to measure.

Even Science recognizes that it is an error to assume your conclusion. The right way to set up an experiment is to do all you can, in good faith, to try to disprove your conclusion and see if you can do it. You can't take a billion experiments, every one of which assumes no one is messing with the equipment, and conclude anything from them about the case where someone is, in fact, messing with the equipment. You threw out all the relevant data. You have to start over.

As we always ask in computing, when finding a "bug" or flaw in a program, "Well, if that's wrong, what else is wrong? What else slipped through this defect in our mental model?"

So, it seems to me, that taking such inadequate tools and boldly extrapolating to an infinite number of levels over all time and space is, well, a tad unjustified.

It's a fascinating question, but, right now, that method of coming up with an answer we want to rely on is not well developed or reliable. I'm all for developing it further as a way of better understanding all the forces on "me", and all the different worlds and dimensions and time-scales in which "I" exist, whatever that means.

The only conclusion Science can responsibly come up with so far is that this question isn't one that can be answered yet. We can't track down causal forces that take a decade to operate, let alone those that take centuries to operate, let alone larger ones.

The water molecule in the pipe doesn't understand the concept "municipal water supply", and probably never will. It's own little world cannot perceive the new niches and dimensions that come from "nowhere" into view when expanding the scale of the view outward.

If there are symmetries across different scales, it may be able to see an analogy on its own scale that suggests the right direction, but it cannot possibly span the other possible cases.

It's like trying to extrapolate out the room you are in now, and, on the basis of what you see around you, stating definitively what is going on in China right now, or on Mars.

Small steps, though. Let's see if we can solve some smaller, simpler problems first. And let's not neglect the chores or doing our homework or treating our neighbors well or dealing with our own personal short-comings because we are wrapped up in a grand challenge problem about the true nature of everything.

Friday, June 01, 2007

Leadership and Social Justice


I want to suggest a model of social policies and leadership for consideration.

In this model, the social organization may be of any scale - a team, a department, a company, a nation.

This seems to me another one of those concepts that applies to many different levels of the organization of living matter in our world, from cells to our entire planet seen as one.

I'll model the social fabric as a sort of flexible "rubber sheet" with the normal state being "flat".

There are, it appears to me from observing the world, two ways that leadership, in the middle of this sheet, can operate.

( You may need to click on the picture to zoom it up to full-size to see the details. )

In one mode, which looks like the letter "W", the central leaderhship attempts to concentrate resouces centrally, pushing themselves upwards, at the expense of ever larger numbers of the people, who are consequently pushed downwards. That's illustrated in the left side of the picture.

Disparites grow, and the leadership gets higher and higher - but only measured locally with respect to the surrounding deepening poverty. As seen from outside, leadership's castle is rising in the middle of a rapidly sinking swamp. The net result from outside is that everything, including leadership, is, net, going downhill.

In the other mode, which looks like the letter "M", the opposite is true. Leadership attempts to boost the people around themselves, and encourges them to "pass it on". In fact, leadership may actually take a hit to get those around boosted to an even higher level than the central leadership, even to the point where the whole company or country is rising and the leader is falling proportionately behind them.

But, as seen from outside, the entire enterprise is rising, and even the leadership is rising.

These two policies are derived from two mental models of the role of leadership. In one, the role of the elite is to have perks and get richer than their neighbors. In the other, the role of the leader is to raise up the level of the whole enterprise, even if they themselves get a proportionately smaller "piece of the pie."

The "W" model is self-sustaining for a while, and is based on central leadership having a limited horizon and being oriented primarily in an "us" versus "them" relationship with their own people. But, because the whole enterprise is sinking ever deeper underwater, psychologicallyl and economically, sooner or later it will fail to be self-sustaining and even the illusion of prosperity in the center will vanish. Often, and I guess this is based on theories of leadership from Machiavelli and the Middle Ages in England, the central figure maintains power by keeping the underlings in constant battle with each other, so they won't "gang up" on the King.
The leader in this model is under constant strain and threat that, at any moment, if they let down their guard, the curve will "snap back" to a smooth bell-curve shape and they will be flung downards. If you glimpse in the "cockpit", it's more likely you'll see a fist fight in progress than someone actually flying the plane. An explicit goal may be "disunity" among "minorities."

The "M" model is not constrained, and can continue to grow without bounds, because every part of it is rising above the waters, and prosperity is spreading farther and farther. It requires somewhat "selfless" leadership with a broader vision of the mission, or even a selfish, but more informed view of how things play out. The leader in this model maintains power by providing prosperity that comes from all the underlings working together so that stuff actually gets done.
Explicit goals will definitely include repairing "disunity" among sub-populations and sub-cultures. The "motive power" or "secret of success" is a very low key but very constant pressure from the top (top-down) to move towards unity. Holding the stress of that shape is leadership's job that cannot be done by anyone else in the organization -- the very first component of the top-down series of descriptors has to be "unity with diversity." If the central leadership becomes tired and "lets down their guard", the worst that will happen to them is that they'll be pulled UP into the bell-shaped curve. Knowing they can do that any time they want gives them the strength to never have to utilize that option.

As with "Leading by Questions" by Marquart, the M model is actually a much easier leadership model, with far fewer threats to the palace, and much less requirement to "know everything" or otherwise attempt to justify your own existence to constant threats of people who want to switch places with you. The larger problem is succession of management and even finding or growing anyone who can and is willing to take the reins.

The trend in management literature these days is from the "W" model increasing towards the "M" model, and we hear terms like "servant manager".

We need to be careful about extrapolating upwards from local data. It may seem from the bottom rungs of a company, say, that higher and higher levels of management seem more and more remote and interested in personal profit, and therefore we should dislike "the system".
Like so many other curves, in the multiscale, multilevel life shape that we live in, what actually happens is that the curve twists and we realize that for any CEO who wants to rip-off a company, there is a higher-level investor, such as John Templeton, who prefers the company not be ripped-off, and sees their profit going down the drain if that rip-off happens. Every boss has a boss, and if you go far enough up that chain, you're back to core-values again. It's only the middle that's a mess. There is much more cause for optimism that this thing can be made to work than people think by using the wrong method of one-level world extraplation to judge a multi-level system of life.

Whatever level organization you are considering, one question that could be asked is whether the model in use locally would "make sense" or "scale up" if "everyone" used the same model. That can be a very powerful "symmetry" test, and "scalability" test. I had a roommate once (JJC) who had a test for candidate roommates - if there were two of that person, could they get alone with each other? Great test, and we can all think of people who would fail it. I believe the "M" model above is scalable and works even better if shared. I think that is not true for the "W" model, which again means it is fighting a losing battle, depleting resources to fight an even larger context in a battle that cannot be sustained forever. Far better to transition from the W model to the M model, if that can be done stably and without violence. Then, you can "lead" and say, "Hey everyone, look what we're doing that can work for you too!" A post for another day.


references
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General reading:
The Utility of Humilty, CIO Magazine, Dec 1, 2002 (on-line)

Good to Great: Why Some Companies Make the Leap...and Others Don’t ( Jim Collins, HarperCollins, 2001)

Hostmanship - a Serial Review #7 - in comparison to Servant Leadership, from the weblog Leading Questions, 4/27/2007. (accessed 6/1/07).

Hostmanship is a leadership approach that mirrors what is called servant leadership, a business leadership concept developed by the late Robert Greenleaf. His work is carried on by an organization under his name. The Greenleaf center describes servant leadership this way.

Servant-Leadership is a practical philosophy that supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servant-leaders may or may not hold formal leadership positions. Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.

Here's Robert Greenleaf's own definition.

The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. He or she is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve – after leadership is established. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?”

Taken from the Servant As Leader published by Robert Greenleaf in 1970.
And, going back a little further in time than 1970,

And one of them, a lawyer, asked Him a question, testing Him.
"Teacher, which is the great commandment in the Law". And He said to him "You shall love the Lord your God with all your heart, and with all your soul, and with all your mind."
"This is the great and foremost commandment."
"And a second is like it, "You shall love your neighbor as yourself."
"On these two commandments depend the whole Law and the Prophets.

Words of Jesus from the Christian Bible, NAS, Matthew 22:35-40.

On Military leadership:

1-3: Leadership starts at the top, with the character of the leader, with your character. In order to lead others you have to make sure your own house is in order.

The U.S. Army Leadership Field Manual - (FM22-100)

Battle Tested Wisdom for

Leaders in Any Organization
Quotations from Chairman Powell - a Leadership Primer
from GovLeaders.org

Quotes on Leadership
From "motivating quotes"

Ancient Chinese Wisdom
A leader is best
When people barely know he exists.
Not so good
When people obey and acclaim him.
Worse when they despise him.
But of a good leader
Who talks little
When his work is done,
His aim fulfilled, They will say "We did it ourselves."
Lao Tse
More recent Chinese thought
Pay attention to uniting and working with comrades who differ with you.
Quotations from Chairman Mao
I apologize for not having relevant quotations from Hindu and other traditions. Please feel free to add them to the comments here. My point is that, whether ancient or modern, capitalist or communist or Christian, Jew, or Muslim - the same wisdom is found and held up for our attention. When such different groups agree on something, we should look into it if nothing else because it appears to be "common ground" that we can build some "unity" around.