Moving at the Speed of Science

There are frequently headlines, news stories, and announcements circulated of breakthrough discoveries in various areas of scientific research. This is problematic for a few reasons, but let us focus on two: errors and implementation. While our current system functions, that is 'makes discoveries and produces results', it also gets enough wrong to retard progress and erode the public's confidence in scientific integrity. These issues are enough to rethink and modify our approach, as well as highlighting a need for better scientific literacy from the public.

First, the number of results which need to be retracted or modified is quite high. There have been a few widely circulated news items in the recent past addressing this issue, and acknowledging the inadequacy of measures to alert the public to such errors. To be clear, there are two parts to this: that erroneous information is publicly announced prematurely and that corrections are not announced as vigorously. These two factors lead to a tremendous amount of scientific misinformation being circulated needlessly. This is a historical trend that has been exacerbated by changes in news, mainly the intensification of the push to be first with a story that will get attention. I want to recognize that there has been a concurrent improvement in the scientific literacy of reporters, as well as increase in the number of science "communicators" (those specializing in explaining specialized information to laypersons). To be clear, disproving something or changing our understanding of information are not problems of science; those are both goals of and inherent to the process. The problems arise when non-scientists hear erroneous information presented as accurate and either never hear the correction or think the correction (or just later improved discovery) means we do not (or cannot) understand the area of study. To resolve these issues, in addition to laypeople understanding the scientific process better, the release of information needs to be slowed and de-sensationalized, results should be corroborated by reproducing experiments, and retractions or corrections need to get as much attention as the initial announcement.

Second, there are few actual emergencies. There are some times it truly is necessary to implement an immediate remedy; certainly a global pandemic is one example. However, most often there is time enough to study problems in depth and evaluate varying options for addressing them. Additionally, there is a basic need to recognize and mitigate safety concerns. This is not the approach we typically see. Probably due to the financial incentive to introduce new products or "improvements", science is treated as a business tool. By rewarding novelty and downplaying the predatory nature of the system, it perpetuates the cycle of unnecessary and disposable items that are introduced every year. I suggest most people can find discarded items in their home they thought (because advertising told them) would drastically improve their lives. Returning to the scientific realm, this same approach is applied to discovery. Because testing and improving safety of products is expensive, companies are more likely to just accept a certain percentage fail or injure users. Similarly, there seems little consideration as to whether the new item is actually of use to consumers, only if the company can make money from its introduction. There is less concern with making a good product than with getting a product out to market before someone else does. What this indicates is that the above-mentioned suggestions are not counterproductive or extreme by advocating for slowing the speed at which "discoveries" are implemented. If anything, there has been an artificial speeding-up of the process, and these suggestions  return the processes to what it should be. Not only would it improve public perception of science and progress, but would actually make a positive difference by ensuring that progress was, indeed, happening as announced.

Why Does Context or Intent Matter?

While in philosophy, we could speak simply of utilitarianism (consequence or impact) and deontology (moral duty or intent), let us take a more pedestrian, and relevant, approach to understanding this question. Most often, in the news and in law, people are focused on outcomes. It is too messy or time-consuming to investigate, report, interpret, and adjudicate motives. Psychologically, it is difficult to narrow down behavior to either intent or impact, as there are so many influences and factors. Individuals may consider both when choosing, but are also motivated by drives separate from either (i.e. illogic, coercion, trauma, etc.) as well as various impairments. Additionally, it is important to note that every choice is made with incomplete information; no one knows what the outcome will be, it is just a best guess as to what seems most likely. Some may say there is only one way to do things, and therefore no need to question intent or impact. It is more accurate to say life is open to interpretation and allows for numerous successful approaches. Otherwise, there would be neither need nor ability to improve or discover. Once we accept there is no predictably "right" answer, what is left is to determine how to learn to make better choices. Given the liberty that most expect in the modern world, learning how to do that can be a difficult, protracted, and harm-producing process. This leaves the culture considering outcomes and ignoring context in arriving at those outcomes.

A particularly destructive result of this tendency is to eliminate understanding or finding of common ground. These similarities exist, even in the most intractable fight; being that we are all human, we share fundamental traits and desires. Wanting to feel safe means different things to different people: it could be carrying a gun for you or me knowing that no one has a weapon. That fundamental need for safety is shared, even though we meet that need in different ways. Once we begin to relate, it becomes less a question of whether we can agree than how we resolve the issue. To those who question this, or think that "if it is so easy, why isn't everybody doing it?", I raise two points. First, I never said this was easy; it is challenging to do, and ever harder to do well. Second, I refer you back to the fundamental question "qui bono?": who benefits? Who benefits from the masses thinking they face intractable differences everywhere? Who gains or retains their power by giving frustrated people simplistic answers that allow for no compromise or alternatives? For whom is it easy to let others make difficult decisions instead of facing uncertainty and correcting their errors? Who prefers not having to explain or confess dire circumstances, or risk not getting what they need by involving others? The answer, of course, is that everyone has some benefit from the current system. As with many such problems, it works just well enough or does not fail enough to overcome the shared resistance to change.

I propose the real issue is treating people as disposable, which feeds into and is fed by the disregard for motivations. Rather than determine the cause of a crime, people will say "It doesn't matter, a law's a law," or "Some people are just criminals". These platitudes are verbal shrugs of surrender and passivity that signal "people are disposable, so circumstances don't matter". This black and white thinking leads to executing someone stealing food for their child. There are circumstances that drive people to do the otherwise unthinkable, which is the context. Outside of that situation, the same person would not make that choice. Maybe they would even stop another from taking that action; we evaluate choices differently when they are ours to make, after all. That mutable aspect of human nature demonstrates how adaptable we are and that we are shaped by our environments. The truth is that people are reachable, and able to change; however, ostracizing them does not lead to change, improvement, or re-integration. It takes more effort, and self-examination, but it is possible make the necessary social adjustments. I say self-examination, because to enact changes that will work means tackling assumptions in the culture that most prefer to avoid. These includes underlying beliefs that people are disposable, that there is only one way to be or act, and that change is impossible.

In the end, understanding and explaining something is different than forgiving or excusing that thing. Discovering the cause or context is more like diagnosing an illness, as it gives us the information needed to treat that dysfunction and make things better. It is what allows us to correct a problem, rather than suffer it and feel powerless. We cannot correct something we do not understand, and an aversion to nuance and exploration of how things happen keep us from knowing how to prevent them. We need to ask the question "how could this happen?", investigate the actual causes, and be open to the answer so that we stand a chance of stopping the next such event. We need to compassionately understand the motivations of others, and allow that they can be good people, in order to prevent further harm.

Cowardice in Competition

Competition has long been a way for individuals and teams to determine who is the best at something. An honest contest, meaning no influence or interference, among the most able. Just being a competitor means already having overcome any number of previous challenges, and participation in this latest signifies a desire to meet the next one. Think of those who compete at the Olympics, a series of contests of athletic prowess by a world-wide selection of those at the very height of their sport. They have all worked audaciously hard in order to have a spot in the contest, and each seeks to outperform the others and their own previous best. There is courage in the attempt, in just showing up to practice or a local competition. Bravery in taking one's own skill to the very limits of one's individual ability. Finally, there is the need for other contestants. It does no good to be the best in a field of one; better having pride in achieving against the best in their chosen field. As much as highly competitive individuals are fighting the adversary of themself, there need to be close opponents to measure their performance against. Others who challenge them to do better, in a cycle of competitive encouragement. Even rivals in sport can appreciate how the other team raises the level of the shared game.

Once a competitor reaches the end of their training, conditioning, and prowess, there is nobility even in accepting those limitations. This can, admittedly, be difficult to gauge. There are often 'plateaus' in training and competing; areas of performance during which the limit seems to have been reached, but which can still be surpassed by some new adjustment. However, there is also temptation to augment what one can do through artificial means; to overcome the natural limitations we all have. Rather than accepting those limitations, some seek to win when they otherwise would not be able to. These can range from using proscribed methods or substances to sabotaging rivals, exerting undue influence on self or other. This approach is generally agreed to be undesirable. Whether one personally cares about cycling, skating, baseball, or other game is less the issue than is the general agreement of a fair competition. If that is not the basic understanding, then much of the excitement is lost. It would no longer be a contest of human spirit, but of money spent. It would be less interesting to observers as the rules would no longer be understandable, but become a constantly shifting morass of who can get away with what. Referee, umpire, and judge would become much different roles, akin to assassins for hire.

The point of all this discussion is to establish the simple truths of what is healthy competition. While you may not (as I do not) have a significant interest in sports, I do believe we all have an interest in the arena of business. This is because private enterprise has tremendous impacts on individual success and politics. Whether it is how much we are paid as a worker, the likelihood of our personal venture succeeding, how much influence we have in our government, or what gets built in our neighborhood, there are impacts. Some believe that a free market economy is essential to efficiency and innovation. Those individuals should already understand the points I will outline and agree that regulations are necessary to keeping the game fair, otherwise they are being disingenuous in their assertions. The focus on courage here is to give a human sense to the artificial, impersonal, and depressing environment of competition in business. Despite being comprised of humans, displacing human beings, despoiling human environs, and arising out of human desires and needs, business has become a game nearly exempted from human concerns. The re-introduction of humanity into business practices is long overdue, as exemplified by companies lying about impacts to boost their profits (tobacco and oil being well-known examples). Which brings us back to the title of this post.

Above, we listed some attributes of courageous competition. Now we can look at well-known business practices and determine whether they fit with these ideals. First, keep in mind that while these mostly happen in larger businesses, the temptations and opportunities exist even in the "minor leagues". One such is the purchasing of competitors, which has expanded into buying intellectual properties before they are even in the market. Another avenue is to determine for buyers what is popular, historically by paying beautiful and/or successful people to use them, and more recently by utilizing social media to make it appear that it is already popular. Beyond this are the "bot farms" and "trolls", spreading messages and disrupting free speech to further the agenda of industry. This is also tied to the rise of "influencers", an absurd extension of marketing that is designed to not seem like advertising. It most resembles a multi-level marketing scheme, where personal connection is exploited in order to access otherwise unreachable customers. A related tactic is to utilize psychological research to manipulate consumers, like some guerilla COINTELPRO marketing operation. From flooding an area with messages and signs (relying on "mere exposure" effect) to putting inflated items on "sale" (FOMO and "anchoring effect"). In this technological age, where everyone has an online presence, that personal information has been commodified. The term "surveillance capitalism" puts some context to Facebook, Google, and others; rather than providing services to users, platforms typically collect consumers' info to sell. Or when an established company moves into a new area, it can use the profits from its other stores to fund the new one; allowing it to undercut existing, local businesses and eliminate competition altogether. If the low prices were genuine, we might consider this as benefiting the consumers, but usually those prices are adjusted upward after the competition is gone. Additionally, "green-washing"campaigns which foist onto consumers the impacts of industry. People are recognizing the silliness of a fictitious "carbon footprint" and how it focuses on minor, end-user contributions and steers discussion away from large-scale producer liability. The most egregious, however, comes in the form of manipulating the playing field and the very rules of the game. Here, of course, we come to "lobbying", the way that companies and industries corrupt governmental processes in order to succeed. Exemptions leading to the aforementioned harms are provided by government bodies influenced by the industries who did not want to lose profits to necessary limitations and safeguards. This is in addition to utilizing huge amounts of capital to fight basic complaints and lawsuits against harmful industry practices. Then the appealing of any judgements against (again, mostly larger) businesses, delaying cleanup and/or compensation to communities and individuals. Worker safety, healthcare, adequate wages, environmental impacts, collective bargaining, and whistle-blower protections are all basic rights that have been degraded by industry lobbying. We are all less healthy and less safe because of the hubris and cowardice of corporations, some just think they can buy their way out of unsafe surroundings-or even leave the planet.

Now we come to the section to evaluate the two areas of competition. I leave it for you to contrast the idea of brave competitors to cowardly businessmen. Do these examples sound like valid tactics that competitors who are confident of their skills, aware of their limitations, and proud of their ability to compete on a level playing field would employ? At a baseline of competition in an open field of opponents, the best-prepared and best-suited would prevail. This is often the stated goal of "free market" proponents: just give businesses an honest chance to compete and let the best ones win. If that were truly the case, they would relish the challenge of strong competition. If they were courageous, and capitalism were the valid pursuit they claim, it would lead to real innovation and improvements for all, rather than solely benefiting the few.

Why More People Should Feel Entitled

I was struck recently by a strange realization, during a perfectly normal conversation about what kinds of foods I ate growing up. As a child, we lived in some amount of poverty, though not severe. What occurred to me is that while I did not eat what I wanted, it was also not what my mother would have wanted. Rather, it was determined by what we could afford. Of course, this is also fairly commonplace, as many who live without adequate income do the same. What is remarkable is the impact it had on me, and this is the odd part. It is not just the food choice, but that along with other factors of poverty that all boiled down to a profoundly dis-empowering message: what I want does not matter.

Let that fester for a moment, and especially if it has never occurred to you before. Try on the idea that what you want has no impact on the world around you. Hungry? Unimportant, you will eat what and when you are fed. Tired? Inconsequential, you must get up and get busy. Need a break, want some help, a birthday present, to see friends? Does not matter; what you want does not matter.

That should be a horrifying sentiment, and one that never enters a child's mind. To be raised with the idea one can never get what one wants should be something we all agree is unacceptable. Consider the immediate impact of devaluing the child, and how that begins to influence how they see themselves. Because this is not about winning or losing a fun game, this is about their sense of who they are. Even if it seems a minor issue, or one that can be overcome, why would it be one we add to the difficulties inherent in growing up? Further, if this thought is allowed to take hold, it can be debilitating and impact so many aspects of a person. Imagine living with such a person, one so monumentally unmotivated to do anything since throughout their whole life they never get what they want because wanting does not matter. Even if these were "just" coworkers, their basic lack of motivation would make getting any work from them a struggle. What other impacts to society, and everyday interactions, stem from these people having a hopeless and futile feeling about agency in their own lives?

Personally, I took that message to heart; I believed it and it became such a part of my world that I forgot that I could have wants or even preferences. I was well into adulthood before it even occurred to me to question that bedrock truth: what I want does not matter. This is not to excuse that belief, nor to blame anyone else for my own failings. As ever, there were a number of factors involved. Understanding and explaining something is different than forgiving or excusing that thing, and is a topic for another discussion. I simply point out that throughout my own life there have been a number of negative impacts because of this simple, fundamental belief; the only positive has been that I was remarkably easy to get along with, which could be accomplished through healthier means.

With all the talk of an "entitled" younger generation, I would encourage folks to remember how harmful the opposite tendency is. Celebrate people knowing what they want, and expecting the possibility of obtaining it. A world full of those people is at least a hopeful world,

Business Problems Require Business Solutions

It is ironic that many in business nowadays quote the aphorism "when all you have is a hammer, everything looks like a nail", and yet fail to apply it to business itself. If one only thinks about businesses, then every problem can look like something a business could fix.

It seems common knowledge nowadays that we tend to stay within a "zone of comfort" and that what one knows determines what is possible. Let us establish, first, what these mean in everyday life, and, second, how they relate to the topic at hand. The phrase "getting outside your comfort zone" is easily understood. This is about how it takes effort to break away from our typical pattern and feels risky, with the result of staying comfortable unless pushed out of that zone. We generally stick with a few standard skills or plans to overcome challenges, and struggle when those fail us. Next, what we think of as possible is dictated by the knowledge we have available. For instance, if I am ignorant of rechargeable batteries, then I will think they can only be replaced. It will not be possible for me to consider charging them again, because it is outside what I know. Therefore, it is easiest to stay inside of a comfort zone and be blind to information extraneous to one's usual activities. Our interests and education are additionally bound by the hard limit of time available each day. In the business world, there are many artificial skills necessary for success: laws and specialized regulations concerning each industry, best practices and tips from colleagues, as well as general workplace standards and culture. These things set the parameters for the business world, establishing what is possible and where people are comfortable operating. Finally, so much time is consumed by the functions of working that there is little opportunity for exploration. Being good at business and focusing on building one's skill in business naturally results in other areas of life not being as developed. Additionally, succeeding in business drives folks to stay within their successful areas, where they earn their status and self-esteem. Once this goes on for long enough, it may seem business should be the focus of everyone. Indeed, when the majority of socialization comes from the workplace, and even in off-work hours one is listening to business news and learning more about business through reading or schooling, then so much of life revolves around the activity it would be no wonder someone would think business is all-important.

However, there are problems in looking at the world through a business lens. One is simply that business remains an artificial pursuit. Spending so much time in this artificial environment, pursuing artificial demands to artificial ends, takes away the context and connection to what is real. People focused on business can lose connection and compassion for others. An example is distancing and downplaying impacts by referring to them as abstract concepts, such as when insurance companies describe amputating the wrong limb as a "medical misadventure". Another relates to areas of life which are counter to business practices. Frankly, medicine is one such area; medical decisions are not for financial gain or profitability. This is partly due to considerations about quality of life, as there are few objective measures to cover that. Additionally, an emergency is not the time to be considering money issues. Not just because it is such an emotional situation, but also that extraneous concerns can interfere with necessary treatment decision-making. Returning to the subject of a business mindset being problematic, we can recognize that business is a hierarchical practice. This means that it does not lead to egalitarian or democratic thinking, which is antithetical to much of our social and governmental aspirations. The tendencies of those in business to only consider certain viewpoints and respond more positively to higher-status individuals illustrates why. These are three of the most prominent examples, and should already demonstrate why it is important to recognize the limitations and dangers of this type of thinking.