Analytical Approach Quotes

Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors.

Narrative history fell out of fashion for many years in the 1970s and 1980s, as historians everywhere focused on analytical approaches derived mainly from the social sciences. But a variety of recent, large-scale narrative histories have shown that it can be done without sacrificing analytical rigour or explanatory power.

Lacking an analytical approach, many of our comrades do not want to go deeply into complex matters, to analyse and study them over and over again, but like to draw simple conclusions which are either absolutely affirmative or absolutely negative. . . . From now on we should remedy this state of affairs.

However objective one's analytical approach may seem, [Some dude] argues, we must recognize the myth of objectivity as another rhetoric, another metadiscourse fashioning our sense of 'reality.' Although avant-gardism has long been believed to be a metafictional rhetoric displacing reality, we must not forget that it is a framework of reality that has been constructed rhetorically--whether its rhetoric is ontological or consumerist or creative-masochistic.

Although the method is simple, it shows how, mathematically, random brute force can overcome precise logic. It's a numerical approach that uses quantity to derive quality.

Robert Sternberg is a professor of psychology at Tufts University and a past president of the American Psychological Association. He is a long-term critic of traditional approaches to intelligence testing and IQ. He argues that there are three types of intelligence: analytic intelligence, the ability to solve problems using academic skills and to complete conventional IQ tests; creative intelligence, the ability to deal with novel situations and to come up with original solutions; and practical intelligence, the ability to deal with problems and challenges in everyday life.

You live through certain things before you understand them. You can't always take the analytical approach.

Before taking an analytical approach, you should immerse yourself in the sheer visceral intensity of these performances, which capture the ethos of

the particular idea of endowing individuals with “rights” and then designing laws based on those rights only makes sense in a world of analytical thinkers who conceive of people as primarily independent agents and look to solve problems by assigning properties, dispositions, and essences to objects and persons. If this approach to law sounds like common sense, you are indeed WEIRD.

We argue that the role of teachers is becoming less that of a knowledge transmitter, and closer to that of an “animator of collective intelligence” who provides analytical tools (the proverbial “fishing rod”) rather than simply giving away raw information (“fish”).

Dysfunctional Healing Approach: C-PTSD causes the sufferer’s thinking to become very rigid and analytical. This was (at some point) a necessary survival skill in order to identify threats and stay safe. However, once the threat is over, those with C-PTSD may still have a lot of trouble “feeling” emotions, and may end up trying to “think” them instead. As they begin recovery, they are likely to use this same analytical and rigid thinking against themselves, embarrassed or impatient by their inability to get in touch with their own feelings. They are also likely to have an extremely negative reaction to the idea of forgiveness, equating that with “letting them win,” and seeing forgiveness as something that abusers use to keep hurting victims. And they’re not wrong! I’ll explore this topic in Part 4 when we come back to forgiveness.

Auctions are a venerable selling institution, in use since the time of Herodotus. The word comes from the Latin auctus, meaning to increase. An obscure term for auction, one guaranteed to impress friends and neighbors, is the Latin word subhastare. It is the conjunction of sub, meaning "under," and hasta, meaning "spear." After a military victory, a Roman soldier would plant his spear in the ground to mark the location of his spoils. Later, he would put these goods up for sale by auction. ¹The highest bidder was called the emptor, whence the term caveat emptor.

One tool of mindfulness that can cut through our numbing trance is inquiry. As we ask ourselves questions about our experience, our attention gets engaged. We might begin by scanning our body, noticing what we are feeling, especially in the throat, chest, abdomen and stomach, and then asking, “What is happening?” We might also ask, “What wants my attention right now?” or, “What is asking for acceptance?” Then we attend, with genuine interest and care, listening to our heart, body and mind. Inquiry is not a kind of analytic digging—we are not trying to figure out, “Why do I feel this sadness?” This would only stir up more thoughts. In contrast to the approach of Western psychology, in which we might delve into further stories in order to understand what caused a current situation, the intention of inquiry is to awaken to our experience exactly as it is in this present moment. While inquiry may expose judgments and thoughts about what we feel is wrong, it focuses on our immediate feelings and sensations. I might be feeling like a bad mother

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

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A practising analyst may be supposed to believe in the significance and value of the widening of consciousness—I mean by this the procedure of bringing to light the parts of the personality which were previously unconscious and subjecting them to conscious discrimination and criticism. It is an undertaking which requires the patient to face his problems, and taxes his powers of conscious judgement and decision. It is nothing less than a challenge to the ethical sense, a call to arms that must be answered by the whole personality. Therefore, with respect to personal development, the analytical approach is of a higher order than methods of treatment based upon suggestion. This is a kind of magic that works in the dark and makes no ethical demands upon the personality. Methods of treatment based upon suggestion are deceptive makeshifts; they are incompatible with the principles of analytical therapy, and should be avoided.

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Three hundred years ago mathematicians were learning to break the cannonball's rise and fall into stairsteps of range and height, Δx and Δy, allowing them to grow smaller and smaller, approaching zero as armies of eternally shrinking midgets galloped upstairs and down again, the patter of their diminishing feet growing finer, smoothing out into continuous sound. This analytic legacy has been handed down intact–it brought the technicians at Peenemünde to peer at the Askania films of Rocket flights, frame by frame, Δx by Δy, flightless themselves . . . film and calculus, both pornographies of flight.

There is one other extremely important aspect of synthetic thinking. The systems with which we deal are becoming increasingly complex. Think, for example, of the difference between a neighborhood grocery store and a global chain of retail stores like Wal-Mart or the difference between a tent or shack and a skyscraper. Scientists are searching for a way of dealing effectively with such complexity. Unfortunately, most of them are approaching the subject analytically. The result is identification of such a large number of variables and relationships between them that we are not able to handle them. However, if complexity is approached synthetically, by design, as in the design of a skyscraper or a city, there seems to be no limit to the complexity we can handle effectively.

These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one’s guard down. A bad mood indicates that things are not going very well, there may be a threat, and vigilance is required. Cognitive ease is both a cause and a consequence of a pleasant feeling.

We may wish to control or influence the behavior of others in conflict, and we want, therefore, to know how the variables that are subject to our control can affect their behavior. If we confine our study to the theory of strategy, we seriously restrict ourselves by the assumption of rational behavior — not just of intelligent behavior, but of behavior motivated by a conscious calculation of advantages, a calculation that in turn is based on an explicit and internally consistent value system. We thus limit the applicability of any results we reach. If our interest is the study of actual behavior, the results we reach under this constraint may prove to be either a good approximation of reality or a caricature. Any abstraction runs a risk of this sort, and we have to be prepared to use judgment with any results we reach. The advantage of cultivating the area of “strategy” for theoretical development is not that, of all possible approaches, it is the one that evidently stays closest to the truth, but that the assumption of rational behavior is a productive one. It gives a grip on the subject that is peculiarly conducive to the development of theory. It permits us to identify our own analytical processes with those of the hypothetical participants in a conflict; and by demanding certain kinds of consistency in the behavior of our hypothetical participants, we can examine alternative courses of behavior according to whether or not they meet those standards of consistency. The premise of “rational behavior” is a potent one for the production of theory. Whether the resulting theory provides good or poor insight into actual behavior is, I repeat, a matter for subsequent judgment.

Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.

For example, in Spain, the Barcelona Age Factor (BAF) project studied the effects of changing the age of beginning to teach English to Catalan/Spanish bilingual students. When the starting age for teaching English was lowered, Carmen Muñoz and her colleagues took advantage of the opportunity to compare the learning outcomes for students who had started learning at different ages. They were able to look at students’ progress after 100, 416, and 726 hours of instruction. Those who had begun to learn later (aged 11, 14, or 18+) performed better on nearly every measure than those who had begun earlier (aged 8). This was particularly true of measures based on metalinguistic awareness or analytic ability. On listening comprehension, younger starters showed some advantages. Muñoz suggests that this may be based on younger learners’ use of a more implicit approach to learning while older learners’ advantages may reflect their ability to use more explicit approaches, based on their greater cognitive maturity. She points out that, in foreign language instruction, where time is usually limited, ‘younger learners may not have enough time and exposure to benefit fully from the alleged advantages of implicit learning’ (Muñoz 2006: 33).

I have taken a different approach. One that I hope is more easily accessible to the reader’s emotional imagination, though less analytically systematic. I have summoned back into life again—through my own translations from a selection of popular Chinese novel sand poems—some of the imagined worlds in which Chinese have passed their daily reality during the last two hundred years. I have tried to convey something of what it felt like to be a Chinese, living in Chinese society, in different settings of status, age, and gender, and how this has changed over time. For reasons of method, I have looked at a small number of organically coherent emotional spaces, contained in individual works or parts of works, and considered them in detail. ... It would be pretending to more wisdom than I have to claim that the selection I have made is the result of a rigorous intellectual winnowing process from a harvest of widespread reading in late-imperial and modern Chinese literature. Honesty compels the admission that it is more the outcome of chance, serendipity, and whatever happened to catch my imagination, for reasons that I am probably in no position to do more than guess at. ... In so far as there has been a guiding principle behind my choices it has been the desire to show as much as the constraints of space allow of the contrasts among those in different social position, different periods, and different ideologies.

Although these digital tools can improve the diagnostic process and offer clinicians a variety of state-of-the-art treatment options, most are based on a reductionist approach to health and disease. This paradigm takes a divide-and-conquer approach to medicine, "rooted in the assumption that complex problems are solvable by dividing them into smaller, simpler, and thus more tractable units." Although this methodology has led to important insights and practical implications in healthcare, it does have its limitations. Reductionist thinking has led researchers and clinicians to search for one or two primary causes of each disease and design therapies that address those causes.... The limitation of this type of reasoning becomes obvious when one examines the impact of each of these diseases. There are many individuals who are exposed to HIV who do not develop the infection, many patients have blood glucose levels outside the normal range who never develop signs and symptoms of diabetes, and many patients with low thyroxine levels do not develop clinical hypothyroidism. These "anomalies" imply that there are cofactors involved in all these conditions, which when combined with the primary cause or causes bring about the clinical onset. Detecting these contributing factors requires the reductionist approach to be complemented by a systems biology approach, which assumes there are many interacting causes to each disease.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

Several teams of German psychologists that have studied the RAT in recent years have come up with remarkable discoveries about cognitive ease. One of the teams raised two questions: Can people feel that a triad of words has a solution before they know what the solution is? How does mood influence performance in this task? To find out, they first made some of their subjects happy and others sad, by asking them to think for several minutes about happy or sad episodes in their lives. Then they presented these subjects with a series of triads, half of them linked (such as dive, light, rocket) and half unlinked (such as dream, ball, book), and instructed them to press one of two keys very quickly to indicate their guess about whether the triad was linked. The time allowed for this guess, 2 seconds, was much too short for the actual solution to come to anyone’s mind. The first surprise is that people’s guesses are much more accurate than they would be by chance. I find this astonishing. A sense of cognitive ease is apparently generated by a very faint signal from the associative machine, which “knows” that the three words are coherent (share an association) long before the association is retrieved. The role of cognitive ease in the judgment was confirmed experimentally by another German team: manipulations that increase cognitive ease (priming, a clear font, pre-exposing words) all increase the tendency to see the words as linked. Another remarkable discovery is the powerful effect of mood on this intuitive performance. The experimenters computed an “intuition index” to measure accuracy. They found that putting the participants in a good mood before the test by having them think happy thoughts more than doubled accuracy. An even more striking result is that unhappy subjects were completely incapable of performing the intuitive task accurately; their guesses were no better than random. Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one’s guard down. A bad mood indicates that things are not going very well, there may be a threat, and vigilance is required. Cognitive ease is both a cause and a consequence of a pleasant feeling.

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Risk aversion is an essential element in investing. People’s aversion to loss causes them to police the markets. Because most people are averse to risk: they approach investing with caution, they perform careful analysis when considering investments, and especially risky ones, they incorporate conservative assumptions and appropriate skepticism into their analysis, they demand greater margins of safety on risky investments to protect against analytical errors and unpleasant surprises, they insist on healthy risk premiums—the expectation of incremental returns—if they’re going to undertake risky investments, and they refuse to invest in deals that make no sense.

Functional analysis and the study of structural complexity should be approached as essentially conjoined programs. Unless both are in place, description and prescription in any form will be untenable, and prospective explanations, interventions, analyses, and critiques will result in dogmatic positions ranging, depending on their contexts, from resigned cynicism to fatalist optimism, from analytic stinginess to speculative overenthusiasm.