Behavior Specialist Quotes

Give me a dozen healthy infants, well-formed, and my own specified world to bring them up in and I’ll guarantee to take any one at random and train him to become any type of specialist I might select—doctor, lawyer, artist, merchant-chief and, yes, even beggar-man and thief, regardless of his talents, penchants, tendencies, abilities, vocations, and race of his ancestors. (1930)

A good marketer can sell practically anything to anyone. Tobacco is literally dried, decaying vegetable matter that you light on fire and inhale, breathing horrid-tasting, toxic fumes into your lungs.121 At one point marketers promoted smoking as a status symbol and claimed it had health benefits. Once you give it a try, the addictive nature of the drug kicks in, and the agency’s job becomes much easier. If they can get you hooked, the product will sell itself. Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns. Alcohol advertisements sell an end to loneliness, claiming that drinking provides friendship and romance. They appeal to your need for freedom by saying drinking will make you unique, brave, bold, or courageous. They promise fulfillment, satisfaction, and happiness. All these messages speak to your conscious and unconscious minds.

Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns.

Poor health was not just the result of random acts, bad luck, bad behavior or unfortunate genetics. Deliberate public policy decision about housing, education, parks and streets were the key drivers of racial differences in mortality. Crime kept people off the streets and limited their ability to exercise. The lack of grocery stores limited dietary choices. The lack of primary care doctors and specialists in these communities made chronic disease care more difficult. The degradation and loss of hospital services in these communities affected hospital-based outcomes. … The chronic underfunding of critical health services at Cook County Hospital and other safety-net providers contributed to these poor outcomes as well. The deleterious impact of social structures such as urban poverty and racism on health has been called 'structural violence.

I’m a specialist in human behavior,” she said. “At one point I was pursuing a PhD in psychology.” She looked at her lunch mates, hoping they’d ask her about her academic aspirations, but no one seemed even slightly interested. “Anyway, that’s why I can say with confidence: it’s she who’s using him.

The evidence is clear that women more than men are relationship special­ists. Women’s interpersonal sensitivity has been examined by looking at the ability to read non-verbal information from other’s behavior such as posture, vocal inflection, and facial expression. Many studies have examined sex dif­ferences in accuracy and the results clearly favor women.

In 1944-1945, Dr Ancel Keys, a specialist in nutrition and the inventor of the K-ration, led a carefully controlled yearlong study of starvation at the University of Minnesota Laboratory of Physiological Hygiene. It was hoped that the results would help relief workers in rehabilitating war refugees and concentration camp victims. The study participants were thirty-two conscientious objectors eager to contribute humanely to the war effort. By the experiment's end, much of their enthusiasm had vanished. Over a six-month semi-starvation period, they were required to lose an average of twenty-five percent of their body weight." [...] p193 p193-194 "...the men exhibited physical symptoms...their movements slowed, they felt weak and cold, their skin was dry, their hair fell out, they had edema. And the psychological changes were dramatic. "[...] p194 "The men became apathetic and depressed, and frustrated with their inability to concentrate or perform tasks in their usual manner. Six of the thirty-two were eventually diagnosed with severe "character neurosis," two of them bordering on psychosis. Socially, they ceased to care much about others; they grew intensely selfish and self-absorbed. Personal grooming and hygiene deteriorated, and the men were moody and irritable with one another. The lively and cooperative group spirit that had developed in the three-month control phase of the experiment evaporated. Most participants lost interest in group activities or decisions, saying it was too much trouble to deal with the others; some men became scapegoats or targets of aggression for the rest of the group. Food - one's own food - became the only thing that mattered. When the men did talk to one another, it was almost always about eating, hunger, weight loss, foods they dreamt of eating. They grew more obsessed with the subject of food, collecting recipes, studying cookbooks, drawing up menus. As time went on, they stretched their meals out longer and longer, sometimes taking two hours to eat small dinners. Keys's research has often been cited often in recent years for this reason: The behavioral changes in the men mirror the actions of present-day dieters, especially of anorexics.

When individuals cannot understand something that happens in our lives, numbers help us, especially people who conjure the date of birth,” says Claudia Sánchez M, an expert in numerology and creator of the Introspective Behavioral Numerology method. The specialist details that through the numbers of the date of birth, the personality and behaviour of the individual are known. Numbers are like codes that provide you with valuable information about yourself.

I resolved to come right to the point. "Hello," I said as coldly as possible, "we've got to talk." "Yes, Bob," he said quietly, "what's on your mind?" I shut my eyes for a moment, letting the raging frustration well up inside, then stared angrily at the psychiatrist. "Look, I've been religious about this recovery business. I go to AA meetings daily and to your sessions twice a week. I know it's good that I've stopped drinking. But every other aspect of my life feels the same as it did before. No, it's worse. I hate my life. I hate myself." Suddenly I felt a slight warmth in my face, blinked my eyes a bit, and then stared at him. "Bob, I'm afraid our time's up," Smith said in a matter-of-fact style. "Time's up?" I exclaimed. "I just got here." "No." He shook his head, glancing at his clock. "It's been fifty minutes. You don't remember anything?" "I remember everything. I was just telling you that these sessions don't seem to be working for me." Smith paused to choose his words very carefully. "Do you know a very angry boy named 'Tommy'?" "No," I said in bewilderment, "except for my cousin Tommy whom I haven't seen in twenty years..." "No." He stopped me short. "This Tommy's not your cousin. I spent this last fifty minutes talking with another Tommy. He's full of anger. And he's inside of you." "You're kidding?" "No, I'm not. Look. I want to take a little time to think over what happened today. And don't worry about this. I'll set up an emergency session with you tomorrow. We'll deal with it then." Robert This is Robert speaking. Today I'm the only personality who is strongly visible inside and outside. My own term for such an MPD role is dominant personality. Fifteen years ago, I rarely appeared on the outside, though I had considerable influence on the inside; back then, I was what one might call a "recessive personality." My passage from "recessive" to "dominant" is a key part of our story; be patient, you'll learn lots more about me later on. Indeed, since you will meet all eleven personalities who once roamed about, it gets a bit complex in the first half of this book; but don't worry, you don't have to remember them all, and it gets sorted out in the last half of the book. You may be wondering -- if not "Robert," who, then, was the dominant MPD personality back in the 1980s and earlier? His name was "Bob," and his dominance amounted to a long reign, from the early 1960s to the early 1990s. Since "Robert B. Oxnam" was born in 1942, you can see that "Bob" was in command from early to middle adulthood. Although he was the dominant MPD personality for thirty years, Bob did not have a clue that he was afflicted by multiple personality disorder until 1990, the very last year of his dominance. That was the fateful moment when Bob first heard that he had an "angry boy named Tommy" inside of him. How, you might ask, can someone have MPD for half a lifetime without knowing it? And even if he didn't know it, didn't others around him spot it? To outsiders, this is one of the most perplexing aspects of MPD. Multiple personality is an extreme disorder, and yet it can go undetected for decades, by the patient, by family and close friends, even by trained therapists. Part of the explanation is the very nature of the disorder itself: MPD thrives on secrecy because the dissociative individual is repressing a terrible inner secret. The MPD individual becomes so skilled in hiding from himself that he becomes a specialist, often unknowingly, in hiding from others. Part of the explanation is rooted in outside observers: MPD often manifests itself in other behaviors, frequently addiction and emotional outbursts, which are wrongly seen as the "real problem." The fact of the matter is that Bob did not see himself as the dominant personality inside Robert B. Oxnam. Instead, he saw himself as a whole person. In his mind, Bob was merely a nickname for Bob Oxnam, Robert Oxnam, Dr. Robert B. Oxnam, PhD.

If you observe the behavior of a neurotic person, you can see him doing many things that he appears to be doing consciously and purposefully. Yet if you ask him about them, you will discover that he is either unconscious of them or has something quite different in mind. He hears and does not hear; he sees, yet is blind; he knows and is ignorant. Such examples are so common that the specialist soon realizes that unconscious contents of the mind behave as if they were conscious and that you can never be sure, in such cases, whether thought, speech, or action is conscious or not.

Dr. Louis Jolyon “Jolly” West was born in New York City on October 6, 1924. He died of cancer on January 2, 1999. Dr. West served in the U.S. Army during World War II and received his M.D. from the University of Minnesota in 1948, prior to Air Force LSD and MKULTRA contracts carried out there. He did his psychiatry residency from 1949 to 1952 at Cornell (an MKULTRA Institution and site of the MKULTRA cutout The Human Ecology Foundation). From 1948 to 1956 he was Chief, Psychiatry Service, 3700th USAF Hospital, Lackland Air Force Base, San Antonio, Texas Psychiatrist-in-Chief, University of Oklahoma Consultant in Psychiatry, Oklahoma City Veterans Administration Hospital Consultant in Psychiatry. [...] Dr. West was co-editor of a book entitled Hallucinations, Behavior, Experience, and Theory[285]. One of the contributors to this book, Theodore Sarbin, Ph.D., is a member of the Scientific and Professional Advisory Board of the False Memory Syndrome Foundation (FMSF). Other members of the FMSF Board include Dr. Martin Orne, Dr. Margaret Singer, Dr. Richard Ofshe, Dr. Paul McHugh, Dr. David Dinges, Dr. Harold Lief, Emily Carota Orne, and Dr. Michael Persinger. The connections of these individuals to the mind control network are analyzed in this and the next two chapters. Dr. Sarbin[272] (see Ross, 1997) believes that multiple personality disorder is almost always a therapist-created artifact and does not exist as a naturally-occurring disorder, a view adhered to by Dr. McHugh[188], [189], Dr. Ofshe[213] and other members of the FMSF Board[191], [243]. Dr. Ofshe is a colleague and co-author of Dr. Singer[214], who is in turn a colleague and co author of Dr. West[329]. Denial of the reality of multiple personality by these doctors in the mind control network, who are also on the FMSF Scientific and Professional Advisory Board, could be disinformation. The disinformation could be amplified by attacks on specialists in multiple personality as CIA conspiracy lunatics[3], [79], [191], [213]. The FMSF is the only organization in the world that has attacked the reality of multiple personality in an organized, systematic fashion. FMSF Professional and Advisory Board Members publish most of the articles and letters to editors of psychiatry journals hostile to multiple personality disorder.

Specialist or Strategist? Isn’t it true that the more you practice, the better you get? Yes, but, and this bears repeating, the intuitive mastery we are striving for is not brilliant skill at predictable tasks. As the late science fiction author, Robert Heinlein, pointed out, specialization is for insects. Humans need the mystifying ability to cope with the unpredictable and ambiguous challenges posed by thinking adversaries in the real world. Since kendo masters practice hard, don’t we need to put in long hours to develop super competence? The answer is absolutely yes. However, sixteen hours at the office doing the same things day after day simply make you a workaholic (and very likely a micromanager); they do not per se confer an intuitive skill useful in competitive situations. Tom Peters suggests that you can spot who is going to do great things by what they do on airplanes. They don’t pull out the laptop and grind spreadsheets. Instead, they “read Zen and the Art of Motorcycle Maintenance for the umpteenth time,” or pick up insights on human behavior from the great novelists.

Cizek had used art as the point of entry of his thinking into a whole new world of education—an avenue that had never occurred to me. He realized that children by nature are capable of real, indeed often great, art; that artistic activity is natural for them; and that adult interference in the natural development of children as artists was detrimental to that development. From that starting point, he made a leap into the entire realm of education and child development, concluding that the natural, unhindered growth of children enables them to reach their full potential as human beings, and that adult interference in general is more of a liability than an asset in this process of growth. That leap, from art to all domains of maturation, was an intuitive one for Cizek and his followers. It was not until I read the article referred to in the opening paragraph of this section that I not only gained an understanding of the real basis for Cizek’s intuitive leap, but I also achieved a new and enriching perspective on the nature of education, one that I had hitherto hardly noticed. The key is the observation that certain activities are universal, transcultural, and therefore related to the very essence of being a human. Even more significant and telling—and here once again Cizek hit upon the truth, albeit not consciously—is the fact that these same activities are engaged in by children from the earliest age, and therefore are not, indeed cannot be, the products of sociocultural influences. This places these activities in the realm of biological evolution rather than the realm of cultural history.50 And because these three activities—making music, decorating things, and talking—are the outcome of hundreds of millions of years of evolution, they must represent in and of themselves an important aspect of the exalted place humans occupy in the natural world. In other words, these activities not only represent the outcome of evolution, but they also represent important features that account for the specific place that the Homo sapiens species occupies in the natural order. To allow children—and indeed adults—to engage in these three activities to their heart’s desire is to allow them to realize their fullest potential as human beings. External interference in their exercise, although perhaps sometimes justifiable for social reasons (man is, after all, a social animal too, another aspect of evolution), always involves some diminishing of their ability to become what they by nature are inclined to be. Once this is realized, it is almost impossible to comprehend the enthusiasm with which educators and child development specialists advocate systems for coercing children, against their clear inclination and will, to curtail these activities in favor of an externally imposed adult agenda. Although there might have been some economic justification for such curtailment in the industrial age, there is no longer the slightest pretext of an advantage gained through the suppression of the natural, evolved behavior of children. In

In an article from the book Co-Dependency, An Emerging Issue, Robert Subby wrote codependency is “an emotional, psychological, and behavioral condition that develops as a result of an individual’s prolonged exposure to, and practice of, a set of oppressive rules—rules which prevent the open expression of feeling as well as the direct discussion of personal and interpersonal problems.”2 Eamie Larsen, another codependency specialist and a pioneer in that field, defines codependency as “those self-defeating, learned behaviors or character defects that result in a diminished capacity to initiate or to participate in loving relationships.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

And the rest of us? We should grasp the basics of math and statistics-certainly better than most of us do today-but still follow what we love. The world doesn't need millions of mediocre mathematicians, and there's plenty of opportunity for specialists in other fields. Even in the heart of opportunity for specialists in other fields. Even in the heart of the math economy, at IBM Research, geometers and engineers work on teams with linguists and anthropologists and cognitive psychologists. They detail the behavior of humans to those who are trying to build mathematical models of it. All of these ventures, from Samer Takriti's gang at IBM to the secretive researchers laboring behind the barricades at the National Security Agency, feed from the knowledge and smarts of diverse groups. The key to finding a place on such world-class teams is not necessarily to become a math whiz but to become a whiz at something. And that something should be in an area that sparks the most enthusiasm and creativity within each of us. Somewhere on those teams, of course, whether it's in advertising, publishing, counterterrorism, or medical research, there will be at least a few Numerati. They'll be the ones distilling this knowledge into numbers and symbols and feeding them to their powerful tools.

Supercapitalism has triumphed as power has shifted to consumers and investors. They now have more choice than ever before, and can switch ever more easily to better deals. And competition among companies to lure and keep them continues to intensify. This means better and cheaper products, and higher returns. Yet as supercapitalism has triumphed, its negative social consequences have also loomed larger. These include widening inequality as most gains from economic growth go to the very top, reduced job security, instability of or loss of community, environmental degradation, violations of human rights abroad, and a plethora of products and services pandering to our basest desires. These consequences are larger in the United States than in other advanced economies because America has moved deeper into supercapitalism. Other economies, following closely behind, have begun to experience many of the same things. Democracy is the appropriate vehicle for responding to such social consequences. That’s where citizen values are supposed to be expressed, where choices are supposed to be made between what we want for ourselves as consumers and investors, and what we want to achieve together. But the same competition that has fueled supercapitalism has spilled over into the political process. Large companies have hired platoons of lobbyists, lawyers, experts, and public relations specialists, and devoted more and more money to electoral campaigns. The result has been to drown out voices and values of citizens. As all of this has transpired, the old institutions through which citizen values had been expressed in the Not Quite Golden Age—industry-wide labor unions, local citizen-based groups, “corporate statesmen” responding to all stakeholders, and regulatory agencies—have been largely blown away by the gusts of supercapitalism. Instead of guarding democracy against the disturbing side effects of supercapitalism, many reformers have set their sights on changing the behavior of particular companies—extolling them for being socially virtuous or attacking them for being socially irresponsible. The result has been some marginal changes in corporate behavior. But the larger consequence has been to divert the public’s attention from fixing democracy. 1

Everything was beautiful until the insanity began. The CIA got into the business of altering human behavior in 1947. Project Paperclip, an arrangement made by CIA Director Allen Dulles and Richard Helms, brought 1,000 Nazi specialists and their families to the United States. They were employed by military and civilian institutions. Some Nazi doctors were brought to our hospitals and colleges to continue further experimentation on the brain. American and German scientists, working with the CIA, then the military, started developing every possible method of controlling the mind. Lysergic Acid Diethylmide, LSD, was discovered at the Sandoz Laboratories, Basel, Switzerland, in 1939 by Albert Hoffman. This LSD was pure. No other ingredients were added. The U.S. Army became interested in LSD for interrogation purposes in 1950. After May 1956 until 1975, the U.S. Army Intelligence and the U.S. Chemical Corps experimented with hallucinogenic drugs. The CIA and Army spent $26,501,446 “testing” LSD, code-named EA 1729, and other chemical agents. Contracts went out to 48 different institutions for testing. The CIA was part of these projects. They concealed their participation by contracting to various colleges, hospitals, prisons, mental hospitals and private foundations. The LSD I will refer to is the same type that the CIA tested. We shall be speaking of CIA-LSD, not pure LSD. Government agents had the ability to induce permanent insanity, identical to schizophrenia, without physician or family knowing what happened to the victim.

But unlike most physicists, Marcus eventually learned Lorenz's lesson, that a deterministic system can produce much more than just periodic behavior. He knew to look for wild disorder, and he knew that islands of structure could appear within the disorder. So he brought to the problem of the Great Red Spot an understanding that a complex system can give rise to turbulence and coherence at the same time. He could work within an emerging discipline that was creating its own tradition of using the computer as an experimental tool. And he was willing to think of himself as a new kind of scientist: not primarily an astronomer, not a fluid dynamicist, not an applied mathematician, but a specialist in chaos.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

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Francisco shook his head regretfully. “I don’t know why you should call my behavior rotten. I thought you would recognize it as an honest effort to practice what the whole world is preaching. Doesn’t everyone believe that it is evil to be selfish? I was totally selfless in regard to the San Sebastian project. Isn’t it evil to pursue a personal interest? I had no personal interest in it whatever. Isn’t it evil to work for profit? I did not work for profit—I took a loss. Doesn’t everyone agree that the purpose and justification of an industrial enterprise are not production, but the livelihood of its employees? The San Sebastian Mines were the most eminently successful venture in industrial history: they produced no copper, but they provided a livelihood for thousands of men who could not have achieved, in a lifetime, the equivalent of what they got for one day’s work, which they could not do. Isn’t it generally agreed that an owner is a parasite and an exploiter, that it is the employees who do all the work and make the product possible? I did not exploit anyone. I did not burden the San Sebastian Mines with my useless presence; I left them in the hands of the men who count. I did not pass judgment on the value of that property. I turned it over to a mining specialist. He was not a very good specialist, but he needed the job very badly. Isn’t it generally conceded that when you hire a man for a job, it is his need that counts, not his ability? Doesn’t everyone believe that in order to get the goods, all you have to do is need them? I have carried out every moral precept of our age. I expected gratitude and a citation of honor. I do not understand why I am being damned.

, Dr Vanessa Jones is a Clinically Certified Juvenile Sex Offender Treatment Specialist, and a Clinically Certified Juvenile Treatment Specialist. She is also a Certified Cognitive Behavioral Therapist in Youngstown, Ohio.

Convergence is ubiquitous and not limited just to the external appearance or morphology of animals. It is also widely observed and documented in animal behavior and in plants, fungi, and even bacteria. Let’s start with behavior. What do you think these four species—a cobra, a stickleback fish, an octopus, and a spider—share? There is no convergence in body form here, unlike the Caribbean anoles. But a behavior has converged among them that has led to the success of each of their species: the females of the species guard their eggs. One of the best examples of convergent behavior is observed in humans and—hold your breath—ants! And I have witnessed this convergence with my own eyes. When I was on a family vacation in the stunningly beautiful Peruvian Amazon, I stumbled upon the tiny creatures that had beaten our human ancestors to the discovery of agriculture by many millions of years: the leafcutter ants. I had waited years to witness the miracle, and there it was in its full linear glory. A long single column of thousands of large green leaves appeared to be miraculously moving in perfect synchrony of their own volition on the forest floor. Each large leaf was being carried by a single tiny ant, who purposefully disappeared underground to pass on the booty to her specialist sisters. These ants chew the leaves to grow a fungus garden used for food for the entire colony. Not unlike human farmers, these ants produce fertilizers (amino acids and enzymes) to aid the fungal growth, remove contaminants that can hinder the agricultural output, are highly selective in what they grow, and continuously tend to their enormous gardens.8

One interesting aspect of his book is that it argued that the more specialized a species is, the less likely it is to continue to recognize appropriate habitats as conditions change. Species displaying a less plastic/diverse inventory of behavioral choices, such as those focusing on a single type of food, are the most susceptible. For instance, parasites often have a single host species, which does not present any problems for them as long as the host species does not become extinct. That is why, according to Eldredge, ecologically specialized species become extinct at much higher rates than do ecologically generalized species in the fossil record. The concept that specialization often leads to an evolutionary dead end was first proposed by Cope as the “law of the unspecialized” and has continued to be key for evolutionary biology since then. In Eldredge’s view, the balance of life will tend to produce ecologically specialized organisms because they often flourish more than generalists in the short run, but extinction then normally affects more the ranks of the specialists. In the long run, the generalists thus hang on—‘living fossils’ often being generalists—whereas the ranks of specialists are quickly refilled by the continuous evolution of new taxa. For him, taxa that descend from species that are already somewhat specialized tend to have a greater chance of focusing on a specific portion of the resources not completely exploited by the parental taxa. He designated this as a “ratchet-like mechanism” of the quick accumulation of evolutionary change as lineages keep splitting and new taxa are formed from old ones within specialized lineages. Thus, he directly connects behavioral/ecological specializations to cladogenesis and the rapid evolutionary events predicted in punctuated equilibrium. In turn, he argues that stasis is often related to generalist lineages because without a comparable degree of successful speciation, these lineages tend to have far fewer extant species at any one time than their specialized counterparts. That is, generalists are not really evolving at slower morphological rates: they are simply not generating so many new species. As a result, the gradual fluctuation of form among the members of the generalized taxa is not being fixed by cladogenesis, thus leading to new species.

Earnie Larsen, another codependency specialist and a pioneer in that field, defines codependency as “those self-defeating, learned behaviors or character defects that result in a diminished capacity to initiate or to participate in loving relationships

This correlation between depression and empathy shouldn’t surprise mental health professionals. Maybe nothing is more important than empathy in the daily work of the mental health specialist; nothing—not drugs or any specific psychotherapeutic technique. Subsequent studies have found that patients’ ratings of their psychotherapists’ empathy predict improvement for depression, even with treatments (like cognitive-behavioral therapy) that do not emphasize empathy. Empathy seems central to the experience of depression, and just as central to its treatment. You are wired to experience it in your brain and in your body, and it thereby becomes central to your mental life. This is how things are for most of us, and perhaps more so for those who experience depression.

All through science, May knew, specialists had seen and argued about the complex behavior of systems. Each discipline considered its particular brand of chaos to be special unto itself. The thought inspired despair. Yet what if apparent randomness could come from simple models? And what if the same simple models applied to complexity in different fields? May realized that the astonishing structures he had barely begun to explore had no intrinsic connection to biology. He wondered how many other sorts of scientists would be as astonished as he.

But unlike most physicists, Marcus eventually learned Lorenz’s lesson, that a deterministic system can produce much more than just periodic behavior. He knew to look for wild disorder, and he knew that islands of structure could appear within the disorder. So he brought to the problem of the Great Red Spot an understanding that a complex system can give rise to turbulence and coherence at the same time. He could work within an emerging discipline that was creating its own tradition of using the computer as an experimental tool. And he was willing to think of himself as a new kind of scientist: not primarily an astronomer, not a fluid dynamicist, not an applied mathematician, but a specialist in chaos.