Minggu, 17 April 2011

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The Road to Character, by David Brooks

The Road to Character, by David Brooks



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The Road to Character, by David Brooks

#1 NEW YORK TIMES BESTSELLER •�NAMED ONE OF THE BEST BOOKS OF THE YEAR BY THE ECONOMIST •�“I wrote this book not sure I could follow the road to character, but I wanted at least to know what the road looks like and how other people have trodden it.”—David Brooks

With the wisdom, humor, curiosity, and sharp insights that have brought millions of readers to his New York Times column and his previous bestsellers, David Brooks has consistently illuminated our daily lives in surprising and original ways. In The Social Animal, he explored the neuroscience of human connection and how we can flourish together. Now, in The Road to Character, he focuses on the deeper values that should inform our lives. Responding to what he calls the culture of the Big Me, which emphasizes external success, Brooks challenges us, and himself, to rebalance the scales between our “r�sum� virtues”—achieving wealth, fame, and status—and our “eulogy virtues,” those that exist at the core of our being: kindness, bravery, honesty, or faithfulness, focusing on what kind of relationships we have formed.

Looking to some of the world’s greatest thinkers and inspiring leaders, Brooks explores how, through internal struggle and a sense of their own limitations, they have built a strong inner character. Labor activist Frances Perkins understood the need to suppress parts of herself so that she could be an instrument in a larger cause. Dwight Eisenhower organized his life not around impulsive self-expression but considered self-restraint. Dorothy Day, a devout Catholic convert and champion of the poor, learned as a young woman the vocabulary of simplicity and surrender. Civil rights pioneers A. Philip Randolph and Bayard Rustin learned reticence and the logic of self-discipline, the need to distrust oneself even while waging a noble crusade.

Blending psychology, politics, spirituality, and confessional, The Road to Character provides an opportunity for us to rethink our priorities, and strive to build rich inner lives marked by humility and moral depth.

“Joy,” David Brooks writes, “is a byproduct experienced by people who are aiming for something else. But it comes.”

Praise for The Road to Character

“A hyper-readable, lucid, often richly detailed human story.”—The New York Times Book Review

“David Brooks—the New York Times columnist and PBS commentator whose measured calm gives punditry a good name—offers the building blocks of a meaningful life.”—Washingtonian

“This profound and eloquent book is written with moral urgency and philosophical elegance.”—Andrew Solomon, author of Far from the Tree and The Noonday Demon

“The voice of the book is calm, fair and humane. The highlight of the material is the quality of the author’s moral and spiritual judgments.”—The Washington Post

“A powerful, haunting book that works its way beneath your skin.”—The Guardian (U.K.)

“This learned and engaging book brims with pleasures.”—Newsday

“Original and eye-opening . . . At his best, Brooks is a normative version of Malcolm Gladwell, culling from a wide array of scientists and thinkers to weave an idea bigger than the sum of its parts.”—USA Today

“There is something affecting in the diligence with which Brooks seeks a cure for his self-diagnosed shallowness by plumbing the depths of others.”—Rebecca Mead, The New Yorker


From the Hardcover edition.

  • Sales Rank: #1964 in Books
  • Published on: 2016-09-13
  • Released on: 2016-09-13
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.00" h x .60" w x 5.10" l, .54 pounds
  • Binding: Paperback
  • 320 pages

Review
“David Brooks’s gift—as he might put it in his swift, engaging way—is for making obscure but potent social studies research accessible and even startling. . . . [The Road to Character is] a hyper-readable, lucid, often richly detailed human story. . . . In the age of the selfie, Brooks wishes to exhort us back to a semiclassical sense of self-restraint, self-erasure, and self-suspicion.”—Pico Iyer, The New York Times Book Review

“David Brooks—the New York Times columnist and PBS commentator whose measured calm gives punditry a good name—offers the building blocks of a meaningful life.”—Washingtonian

“This profound and eloquent book is written with moral urgency and philosophical elegance.”—Andrew Solomon, author of Far from the Tree and The Noonday Demon

“[Brooks] emerges as a countercultural leader. . . . The literary achievement of The Road to Character is inseparable from the virtues of its author. As the reader, you not only want to know about Frances Perkins or Saint Augustine. You also want to know what Brooks makes of Frances Perkins or Saint Augustine. The voice of the book is calm, fair and humane. The highlight of the material is the quality of the author’s moral and spiritual judgments.”—Michael Gerson, The Washington Post

“A powerful, haunting book that works its way beneath your skin.”—The Guardian (U.K.)

“This learned and engaging book brims with pleasures.”—Newsday

“Original and eye-opening . . . At his best, Brooks is a normative version of Malcolm Gladwell, culling from a wide array of scientists and thinkers to weave an idea bigger than the sum of its parts.”—USA Today

“David Brooks breaks the columnist’s fourth wall. . . . There is something affecting in the diligence with which Brooks seeks a cure for his self-diagnosed shallowness by plumbing the depths of others. . . . Brooks’s instinct that there is wisdom to be found in literature that cannot be found in the pages of the latest social science journals is well-advised, and the possibility that his book may bring the likes of Eliot or Samuel Johnson—another literary figure about whom he writes with engaging sympathy—to a wider general readership is a heartening thought.”—Rebecca Mead, The New Yorker

“If you want to be reassured that you are special, you will hate this book. But if you like thoughtful polemics, it is worth logging off Facebook to read it.”—The Economist

“Brooks uses the powerful stories of people such as Augustine, George Eliot and Dwight Eisenhower to inspire.”—The Times (U.K.)

“Elegant and lucid . . . a pitch-perfect clarion call, issued not with preachy hubris but from a deep place of humility, for awakening to the greatest rewards of living . . . The Road to Character is an essential read in its entirety—Anne Lamott with a harder edge of moral philosophy, Seneca with a softer edge of spiritual sensitivity, E. F. Schumacher for perplexed moderns.”—Maria Popova, Brain Pickings

“Brooks, author of The Social Animal, offers biographies of a cross section of individuals who struggled against their own weaknesses and limitations and developed strong moral fiber. . . . [He] offers a humility code that cautions against living only for happiness and that recognizes we are ultimately saved by grace.”—Booklist

“The road to exceptional character may be unpaved and a bit rocky, yet it is still worth the struggle. This is the basic thesis of Brooks’s engrossing treatise on personal morality in today’s materialistic, proud world. . . . [His] poignant and at times quite humorous commentary on the importance of humility and virtue makes for a vital, uplifting read.”—Publishers Weekly

About the Author
David Brooks is one of the nation’s leading writers and commentators. He is an op-ed columnist for The New York Times and appears regularly on PBS NewsHour and Meet the Press. He is the bestselling author of The Social Animal: The Hidden Sources of Love, Character, and Achievement; Bobos in Paradise: The New Upper Class and How They Got There; and On Paradise Drive: How We Live Now (And Always Have) in the Future Tense.

Excerpt. � Reprinted by permission. All rights reserved.
Chapter 1
The Shift

On Sunday evenings my local NPR station rebroadcasts old radio programs. A few years ago I was driving home and heard a program called Command Performance, which was a variety show that went out to the troops during World War II. The episode I happened to hear was broadcast the day after V--J Day, on August 15, 1945.

The episode featured some of the era’s biggest celebrities: Frank Sinatra, Marlene Dietrich, Cary Grant, Bette Davis, and many others. But the most striking feature of the show was its tone of self--effacement and humility. The Allies had just completed one of the noblest military victories in human history. And yet there was no chest beating. Nobody was erecting triumphal arches.
“Well, it looks like this is it,” the host, Bing Crosby, opened. “What can you say at a time like this? You can’t throw your skimmer in the air. That’s for run--of--the mill holidays. I guess all anybody can do is thank God it’s over.” The mezzo--soprano Ris� Stevens came on and sang a solemn version of “Ave Maria,” and then Crosby came back on to summarize the mood: “Today, though, our deep--down feeling is one of humility.”

That sentiment was repeated throughout the broadcast. The actor Burgess Meredith read a passage written by Ernie Pyle, the war correspondent. Pyle had been killed just a few months before, but he had written an article anticipating what victory would mean: “We won this war because our men are brave and because of many other things—​-because of Russia, England, and China and the passage of time and the gift of nature’s materials. We did not win it because destiny created us better than all other people. I hope that in victory we are more grateful than proud.”

The show mirrored the reaction of the nation at large. There were rapturous celebrations, certainly. Sailors in San Francisco commandeered cable cars and looted liquor stores. The streets of New York’s garment district were five inches deep in confetti.1 But the mood was divided. Joy gave way to solemnity and self--doubt.

This was in part because the war had been such an epochal event, and had produced such rivers of blood, that individuals felt small in comparison. There was also the manner in which the war in the -Pacific had ended—-with the atomic bomb. People around the world had just seen the savagery human beings are capable of. Now here was a weapon that could make that savagery apocalyptic. “The knowledge of victory was as charged with sorrow and doubt as with joy and gratitude,” James Agee wrote in an editorial that week for Time magazine.

But the modest tone of Command Performance wasn’t just a matter of mood or style. The people on that broadcast had been part of one of the most historic victories ever known. But they didn’t go around telling themselves how great they were. They didn’t print up bumper stickers commemorating their own awesomeness. Their first instinct was to remind themselves they were not morally superior to anyone else. Their collective impulse was to warn themselves against pride and self--glorification. They intuitively resisted the natural human tendency toward excessive self--love.

I arrived home before the program was over and listened to that radio show in my driveway for a time. Then I went inside and turned on a football game. A quarterback threw a short pass to a wide receiver, who was tackled almost immediately for a two--yard gain. The defensive player did what all professional athletes do these days in moments of personal accomplishment. He did a self--puffing victory dance, as the camera lingered.

It occurred to me that I had just watched more self--celebration after a two--yard gain than I had heard after the United States won World War�II.

This little contrast set off a chain of thoughts in my mind. It occurred to me that this shift might symbolize a shift in culture, a shift from a culture of self--effacement that says “Nobody’s better than me, but I’m no better than anyone else” to a culture of self--promotion that says “Recognize my accomplishments, I’m pretty special.” That contrast, while nothing much in itself, was like a doorway into the different ways it is possible to live in this world.

Little Me

In the years following that Command Performance episode, I went back and studied that time and the people who were prominent then. The research reminded me first of all that none of us should ever wish to go back to the culture of the mid--twentieth century. It was a more racist, sexist, and anti--Semitic culture. Most of us would not have had the opportunities we enjoy if we had lived back then. It was also a more boring culture, with bland food and homogeneous living arrangements. It was an emotionally cold culture. Fathers, in particular, frequently were unable to express their love for their own children. Husbands were unable to see the depth in their own wives. In so many ways, life is better now than it was then.

But it did occur to me that there was perhaps a strain of humility that was more common then than now, that there was a moral ecology, stretching back centuries but less prominent now, encouraging people to be more skeptical of their desires, more aware of their own weaknesses, more intent on combatting the flaws in their own natures and turning weakness into strength. People in this tradition, I thought, are less likely to feel that every thought, feeling, and achievement should be immediately shared with the world at large.

The popular culture seemed more reticent in the era of Command Performance. There were no message T--shirts back then, no exclamation points on the typewriter keyboards, no sympathy ribbons for various diseases, no vanity license plates, no bumper stickers with personal or moral declarations. People didn’t brag about their college affiliations or their vacation spots with little stickers on the rear windows of their cars. There was stronger social sanction against (as they would have put it) blowing your own trumpet, getting above yourself, being too big for your britches.

The social code was embodied in the self--effacing style of actors like Gregory Peck or Gary Cooper, or the character Joe Friday on Dragnet. When Franklin Roosevelt’s aide Harry Hopkins lost a son in World War II, the military brass wanted to put his other sons out of harm’s way. Hopkins rejected this idea, writing, with the understatement more common in that era, that his other sons shouldn’t be given safe assignments just because their brother “had some bad luck in the Pacific.”2

Of the twenty--three men and women who served in Dwight Eisenhower’s cabinets, only one, the secretary of agriculture, published a memoir afterward, and it was so discreet as to be soporific. By the time the Reagan administration rolled around, twelve of his thirty cabinet members published memoirs, almost all of them self--advertising.3

When the elder George Bush, who was raised in that era, was running for president, he, having inculcated the values of his childhood, resisted speaking about himself. If a speechwriter put the word “I” in one of his speeches, he’d instinctively cross it out. The staff would beg him: You’re running for president. You’ve got to talk about yourself. Eventually they’d cow him into doing so. But the next day he’d get a call from his mother. “George, you’re talking about yourself again,” she’d say. And Bush would revert to form. No more I’s in the speeches. No more self--promotion.

The Big Me

Over the next few years I collected data to suggest that we have seen a broad shift from a culture of humility to the culture of what you might call the Big Me, from a culture that encouraged people to think humbly of themselves to a culture that encouraged people to see themselves as the center of the universe.

It wasn’t hard to find such data. For example, in 1950, the Gallup Organization asked high school seniors if they considered themselves to be a very important person. At that point, 12 percent said yes. The same question was asked in 2005, and this time it wasn’t 12 percent who considered themselves very important, it was 80 percent.

Psychologists have a thing called the narcissism test. They read people statements and ask if the statements apply to them. Statements such as “I like to be the center of attention�. . . I show off if I get the chance because I am extraordinary�. . . Somebody should write a -biography about me.” The median narcissism score has risen 30 percent in the last two decades. Ninety--three percent of young people score higher than the middle score just twenty years ago.4 The largest gains have been in the number of people who agree with the statements “I am an extraordinary person” and “I like to look at my body.”

Along with this apparent rise in self--esteem, there has been a tremendous increase in the desire for fame. Fame used to rank low as a�life’s ambition for most people. In a 1976 survey that asked people to�list their life goals, fame ranked fifteenth out of sixteen. By 2007, 51�percent of young people reported that being famous was one of their top personal goals.5 In one study, middle school girls were asked who they would most like to have dinner with. Jennifer Lopez came in first, Jesus Christ came in second, and Paris Hilton third. The girls were then asked which of the following jobs they would like to have. Nearly twice as many said they’d rather be a celebrity’s personal assistant—-for example, Justin Bieber’s—-than president of Harvard. (Though, to be fair, I’m pretty sure the president of Harvard would also rather be Justin Bieber’s personal assistant.)

As I looked around the popular culture I kept finding the same messages everywhere: You are special. Trust yourself. Be true to yourself. Movies from Pixar and Disney are constantly telling children how wonderful they are. Commencement speeches are larded with the same clich�s: Follow your passion. Don’t accept limits. Chart your own course. You have a responsibility to do great things because you are so great. This is the gospel of self--trust.

As Ellen DeGeneres put it in a 2009 commencement address, “My advice to you is to be true to yourself and everything will be fine.” Celebrity chef Mario Batali advised graduates to follow “your own truth, expressed consistently by you.” Anna Quindlen urged another audience to have the courage to “honor your character, your intellect, your inclinations, and, yes, your soul by listening to its clean clear voice instead of following the muddied messages of a timid world.”
In her mega--selling book Eat, Pray, Love (I am the only man ever to finish this book), Elizabeth Gilbert wrote that God manifests himself through “my own voice from within my own self. . . . God dwells within you as you yourself, exactly the way you are.”6

I began looking at the way we raise our children and found signs of this moral shift. For example, the early Girl Scout handbooks preached an ethic of self--sacrifice and self--effacement. The chief obstacle to happiness, the handbook exhorted, comes from the overeager desire to have people think about you.

By 1980, as James Davison Hunter has pointed out, the tone was very different. You Make the Difference: The Handbook for Cadette and -Senior Girl Scouts was telling girls to pay more attention to themselves: “How can you get more in touch with you? What are you feeling? . . . Every option available to you through Senior Scouting can, in some way, help you to a better understanding of yourself. . . . Put yourself in the ‘center stage’ of your thoughts to gain perspective on your own ways of feeling, thinking and acting.”7

The shift can even be seen in the words that flow from the pulpit. Joel Osteen, one of the most popular megachurch leaders today, writes from Houston, Texas. “God didn’t create you to be average,” Osteen says in his book Become a Better You. “You were made to excel. You were made to leave a mark on this generation. . . . Start [believing] ‘I’ve been chosen, set apart, destined to live in victory.’ ”8

The Humble Path

As years went by and work on this book continued, my thoughts returned to that episode of Command Performance. I was haunted by the quality of humility I heard in those voices.
There was something aesthetically beautiful about the self--effacement the people on that program displayed. The self--effacing person is soothing and gracious, while the self--promoting person is fragile and jarring. Humility is freedom from the need to prove you are superior all the time, but egotism is a ravenous hunger in a small space—-self--concerned, competitive, and distinction--hungry. Humility is infused with lovely emotions like admiration, companionship, and gratitude. “Thankfulness,” the Archbishop of Canterbury, Michael Ramsey, said, “is a soil in which pride does not easily grow.”9

There is something intellectually impressive about that sort of humility, too. We have, the psychologist Daniel Kahneman writes, an “almost unlimited ability to ignore our ignorance.”10 Humility is the awareness that there’s a lot you don’t know and that a lot of what you think you know is distorted or wrong.

This is the way humility leads to wisdom. Montaigne once wrote, “We can be knowledgeable with other men’s knowledge, but we can’t be wise with other men’s wisdom.” That’s because wisdom isn’t a body of information. It’s the moral quality of knowing what you don’t know and figuring out a way to handle your ignorance, uncertainty, and limitation.

The people we think are wise have, to some degree, overcome the biases and overconfident tendencies that are infused in our nature. In its most complete meaning, intellectual humility is accurate self--awareness from a distance. It is moving over the course of one’s life from the adolescent’s close--up view of yourself, in which you fill the whole canvas, to a landscape view in which you see, from a wider perspective, your strengths and weaknesses, your connections and dependencies, and the role you play in a larger story.

Finally, there is something morally impressive about humility. Every epoch has its own preferred methods of self--cultivation, its own ways to build character and depth. The people on that Command Performance broadcast were guarding themselves against some of their least attractive tendencies, to be prideful, self--congratulatory, hubristic.

Today, many of us see our life through the metaphor of a -journey—​a journey through the external world and up the ladder of -success. When we think about making a difference or leading a life with purpose, we often think of achieving something external—-performing some service that will have an impact on the world, creating a successful company, or doing something for the community.

Truly humble people also use that journey metaphor to describe their own lives. But they also use, alongside that, a different metaphor, which has more to do with the internal life. This is the metaphor of self--confrontation. They are more likely to assume that we are all deeply divided selves, both splendidly endowed and deeply flawed—-that we each have certain talents but also certain weaknesses. And if we habitually fall for those temptations and do not struggle against the weaknesses in ourselves, then we will gradually spoil some core piece of ourselves. We will not be as good, internally, as we want to be. We will fail in some profound way.

For people of this sort, the external drama up the ladder of success is important, but the inner struggle against one’s own weaknesses is the central drama of life. As the popular minister Harry Emerson Fosdick put it in his 1943 book On Being a Real Person, “The beginning of worth--while living is thus the confrontation with ourselves.”11

Truly humble people are engaged in a great effort to magnify what is best in themselves and defeat what is worst, to become strong in the weak places. They start with an acute awareness of the bugs in their own nature. Our basic problem is that we are self--centered, a plight beautifully captured in the famous commencement address David Foster Wallace gave at Kenyon College in 2005:

Everything in my own immediate experience supports my deep belief that I am the absolute center of the universe; the realest, most vivid and important person in existence. We rarely think about this sort of natural, basic self--centeredness because it’s so socially repulsive. But it’s pretty much the same for all of us. It is our default setting, hard--wired into our boards at birth. Think about it: there is no experience you have had that you are not the absolute center of. The world as you experience it is there in front of YOU or behind YOU, to the left or right of YOU, on YOUR TV or YOUR monitor. And so on. Other people’s thoughts and feelings have to be communicated to you somehow, but your own are so immediate, urgent, real.

This self--centeredness leads in several unfortunate directions. It leads to selfishness, the desire to use other people as means to get things for yourself. It also leads to pride, the desire to see yourself as superior to everybody else. It leads to a capacity to ignore and rationalize your own imperfections and inflate your virtues. As we go through life, most of us are constantly comparing and constantly finding ourselves slightly better than other people—-more virtuous, with better judgment, with better taste. We’re constantly seeking recognition, and painfully sensitive to any snub or insult to the status we believe we have earned for ourselves.

Some perversity in our nature leads us to put lower loves above higher ones. We all love and desire a multitude of things: friendship, family, popularity, country, money, and so on. And we all have a sense that some loves are higher or more important than other loves. I suspect we all rank those loves in pretty much the same way. We all know that the love you feel for your children or parents should be higher than the love you have for money. We all know the love you have for the truth should be higher than the love you have for popularity. Even in this age of relativism and pluralism, the moral hierarchy of the heart is one thing we generally share, at least most of the time.

But we often put our loves out of order. If someone tells you something in confidence and then you blab it as good gossip at a dinner party, you are putting your love of popularity above your love of friendship. If you talk more at a meeting than you listen, you may be putting your ardor to outshine above learning and companionship. We do this all the time.

People who are humble about their own nature are moral realists. Moral realists are aware that we are all built from “crooked timber”—-from Immanuel Kant’s famous line, “Out of the crooked timber of humanity, no straight thing was ever made.” People in this “crooked--timber” school of humanity have an acute awareness of their own flaws and believe that character is built in the struggle against their own weaknesses. As Thomas Merton wrote, “Souls are like athletes that need opponents worthy of them, if they are to be tried and extended and pushed to the full use of their powers.”12

You can see evidence of the inner struggle in such people’s journals. They are exultant on days when they win some small victory over selfishness and hard--heartedness. They are despondent on days when they let themselves down, when they avoid some charitable task because they were lazy or tired, or fail to attend to a person who wanted to be heard. They are more likely see their life as a moral adventure story. As the British writer Henry Fairlie put it, “If we acknowledge that our inclination to sin is part of our natures, and that we will never wholly eradicate it, there is at least something for us to do in our lives that will not in the end seem just futile and absurd.”

I have a friend who spends a few moments in bed at night reviewing the mistakes of his day. His central sin, from which many of his other sins branch out, is a certain hardness of heart. He’s a busy guy with many people making demands on his time. Sometimes he is not�fully present for people who are asking his advice or revealing some vulnerability. Sometimes he is more interested in making a good -impression than in listening to other people in depth. Maybe he spent more time at a meeting thinking about how he might seem impressive than about what others were actually saying. Maybe he flattered people too unctuously.

Each night, he catalogs the errors. He tallies his recurring core sins and the other mistakes that might have branched off from them. Then he develops strategies for how he might do better tomorrow. Tomorrow he’ll try to look differently at people, pause more before people. He’ll put care above prestige, the higher thing above the lower thing. We all have a moral responsibility to be more moral every day, and he will struggle to inch ahead each day in this most important sphere.

People who live this way believe that character is not innate or automatic. You have to build it with effort and artistry. You can’t be the good person you want to be unless you wage this campaign. You won’t even achieve enduring external success unless you build a solid moral core. If you don’t have some inner integrity, eventually your Watergate, your scandal, your betrayal, will happen. Adam I ultimately depends upon Adam II.

Now, I have used the word “struggle” and “fight” in the previous passages. But it’s a mistake to think that the moral struggle against internal weakness is a struggle the way a war is a struggle or the way a�boxing match is a struggle—-filled with clash of arms and violence and�aggression. Moral realists sometimes do hard things, like standing firm against evil and imposing intense self--discipline on their desires. But character is built not only through austerity and hardship. It is also built sweetly through love and pleasure. When you have deep friendships with good people, you copy and then absorb some of their best traits. When you love a person deeply, you want to serve them and earn their regard. When you experience great art, you widen your repertoire of emotions. Through devotion to some cause, you elevate your desires and organize your energies.

Moreover, the struggle against the weaknesses in yourself is never a�solitary struggle. No person can achieve self--mastery on his or her�own. Individual will, reason, compassion, and character are not strong�enough to consistently defeat selfishness, pride, greed, and self--deception. Everybody needs redemptive assistance from -outside—​from�family, friends, ancestors, rules, traditions, institutions, exemplars, and, for believers, God. We all need people to tell us when we are wrong, to advise us on how to do right, and to encourage, support, arouse, cooperate, and inspire us along the way.

There’s something democratic about life viewed in this way. It doesn’t matter if you work on Wall Street or at a charity distributing medicine to the poor. It doesn’t matter if you are at the top of the income scale or at the bottom. There are heroes and schmucks in all worlds. The most important thing is whether you are willing to engage in moral struggle against yourself. The most important thing is whether you are willing to engage this struggle well—-joyfully and compassionately. Fairlie writes, “At least if we recognize that we sin, know that we are individually at war, we may go to war as warriors do, with something of valor and zest and even mirth.”13 Adam�I achieves success by winning victories over others. But Adam II builds character by winning victories over the weaknesses in himself.

The U--Curve

The people in this book led diverse lives. Each one of them exemplifies one of the activities that lead to character. But there is one pattern that recurs: They had to go down to go up. They had to descend into the valley of humility to climb to the heights of character.

The road to character often involves moments of moral crisis, confrontation, and recovery. When they were in a crucible moment, they suddenly had a greater ability to see their own nature. The everyday self--deceptions and illusions of self--mastery were shattered. They had to humble themselves in self--awareness if they had any hope of rising up transformed. Alice had to be small to enter Wonderland. Or, as Kierkegaard put it, “Only the one who descends into the underworld rescues the beloved.”

But then the beauty began. In the valley of humility they learned to quiet the self. Only by quieting the self could they see the world clearly. Only by quieting the self could they understand other people and accept what they are offering.

When they had quieted themselves, they had opened up space for grace to flood in. They found themselves helped by people they did not expect would help them. They found themselves understood and cared for by others in ways they did not imagine beforehand. They found themselves loved in ways they did not deserve. They didn’t have to flail about, because hands were holding them up.

Before long, people who have entered the valley of humility feel themselves back in the uplands of joy and commitment. They’ve thrown themselves into work, made new friends, and cultivated new loves. They realize, with a shock, that they’ve traveled a long way since the first days of their crucible. They turn around and see how much ground they have left behind. Such people don’t come out healed; they come out different. They find a vocation or calling. They commit themselves to some long obedience and dedicate themselves to some desperate lark that gives life purpose.

Each phase of this experience has left a residue on such a person’s soul. The experience has reshaped their inner core and given it great coherence, solidity, and weight. People with character may be loud or quiet, but they do tend to have a certain level of self--respect. Self--respect is not the same as self--confidence or self--esteem. Self--respect is not based on IQ or any of the mental or physical gifts that help get you into a competitive college. It is not comparative. It is not earned by being better than other people at something. It is earned by being better than you used to be, by being dependable in times of testing, straight in times of temptation. It emerges in one who is morally dependable. Self--respect is produced by inner triumphs, not external ones. It can only be earned by a person who has endured some internal�temptation, who has confronted their own weaknesses and who knows, “Well, if worse comes to worst, I can endure that. I can overcome that.”

The sort of process I’ve just described can happen in big ways. In every life there are huge crucible moments, altering ordeals, that either make you or break you. But this process can also happen in daily, gradual ways. Every day it’s possible to recognize small flaws, to reach out to others, to try to correct errors. Character is built both through drama and through the everyday.
What was on display in Command Performance was more than just an aesthetic or a style. The more I looked into that period, the more I realized I was looking into a different moral country. I began to see a different view of human nature, a different attitude about what is important in life, a different formula for how to live a life of character and depth. I don’t know how many people in those days hewed to this different moral ecology, but some people did, and I found that I admired them immensely.

My general belief is that we’ve accidentally left this moral tradition behind. Over the last several decades, we’ve lost this language, this way of organizing life. We’re not bad. But we are morally inarticulate. We’re not more selfish or venal than people in other times, but we’ve lost the understanding of how character is built. The “crooked timber” moral tradition—-based on the awareness of sin and the confrontation with sin—-was an inheritance passed down from generation to generation. It gave people a clearer sense of how to cultivate the eulogy virtues, how to develop the Adam II side of their nature. Without it, there is a certain superficiality to modern culture, especially in the moral sphere.

The central fallacy of modern life is the belief that accomplishments of the Adam I realm can produce deep satisfaction. That’s false. Adam I’s desires are infinite and always leap out ahead of whatever has just been achieved. Only Adam II can experience deep satisfaction. Adam I aims for happiness, but Adam II knows that happiness is insufficient. The ultimate joys are moral joys. In the pages ahead, I will try to offer some real--life examples of how this sort of life was lived. We can’t and shouldn’t want to return to the past. But we can rediscover this moral tradition, relearn this vocabulary of character, and incorporate it into our own lives.

You can’t build Adam II out of a recipe book. There is no seven--point program. But we can immerse ourselves in the lives of outstanding people and try to understand the wisdom of the way they lived. I’m hoping you’ll be able to pick out a few lessons that are important to you in the pages ahead, even if they are not the same ones that seem important to me. I’m hoping you and I will both emerge from the next nine chapters slightly different and slightly better.

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273 of 294 people found the following review helpful.
Interesting but not compelling
By Freudian Slips
I have opted for a "3" rating, which may be a little harsh for this well-written book, but that's because I found myself vacillating between enjoying parts of this book while disliking others. The book opens well with an interesting comparison of resume virtues vs eulogy virtues. Resume virtues are the accomplishments and skills we put on our resumes; eulogy virtues are the characteristics that are at the core of your being. Brooks then describes this contrast as Adam I vs Adam II and goes on to cite various examples of how our society has been taken over by resume virtues and Adam I beliefs and actions. He compares a football player's over-enthusiastic response to a touchdown with the more humble reactions to the US victory in WWII.

I enjoyed this opening discussion as well as several of the examples of individuals who had found their "vocation" (rather than "career") often through a circumstance in their life which propelled them toward it. Many times, their calling found them. I liked the emphasis on humility and the importance of being a good person not just doing good deeds. I also enjoyed reading about the Triangle Factory Fire and other incidents which pointed certain individuals toward their ultimate destinies. I truly admire the values he promotes and was pleasantly reminded of my father's generation which lived many of those values through WWII and other historic events.

But as I continued to read the book, I started to get a sense of "back in the good old days" nostalgia that implies (or blatantly states) that somehow suffering is the key to nobility and a good person. Stories are told of individuals who survived deaths of close family or children, endured hazing or torture, and it all started to sound a little preachy, no matter how eloquently it was stated. I am not someone who holds much for the "good old days"-- they weren't so good for women, minorities, the poor, etc. And Brooks acknowledges that early on, but he seems to forget that, and after awhile I grew tired of reading the book. For every person who survives a hazing/torture event and thrives, there are others who are crushed and destroyed, and I'm not sure that's because they lack character. It's inspiring to read about those who triumph in dire circumstances, but I'm left with trying to figure out what that means-- should life be harder, the rules be harsher so we will have greater character? There's a tone of "life was harder then" and forged stronger people, and I'm not sure I agree.

Bottom line-- it's an interesting and well-written book and I truly recommend the first portion of it But after that, I felt like I had gotten the point. It just wasn't as compelling to read after the first few chapters.

7 of 7 people found the following review helpful.
Misleading Title
By BRYON BALINT
If you enjoy reading biographies or history, you will probably enjoy this book. It is generally well-researched and the some of the profiles appearing in chapters 2 through 9 are interesting. But the book does not present a "road to character" at all. In chapter 1 Brooks laments the character traits that he feels are valued today, and in subsequent chapters he presents examples of people that exhibit virtuous character traits. (As some other reviewers have said, by about chapter 7 the "back in the good ol' days things were better" feel gets tiresome). He doesn't make an effort to tie yesterday's "character" to today's character at all. Chapter 10, which is supposed to present his prescriptions, appears to have been hastily written and amounts to a checklist that says "try to be more like the people in chapters 2 through 9".

This was my first time reading Brooks so maybe fans of his will feel differently, but I was very disappointed.

45 of 51 people found the following review helpful.
I've been hungering for this book and I didn't even know it
By Jane in Milwaukee
The other night on PBS I saw Charlie Rose interview David Brooks about this book. Almost before it was over, I raced to Amazon and clicked "order now." Boy am I glad I saw that program.

This book focuses on "r�sum� virtues" vs. "eulogy virtues." While we ask a stranger at a bar, "what do you do?"...Brooks would like us to ask ourselves "what is my character?" In indepth study, he zeroed in on Rabbi Joseph Soloveitchik's terms Adam I and Adam II as the allegory to describe the two conflicting parts of humans. Adam I is "externally oriented" being career driven and ambitious; Adam II is focused internally on his values and moral quality. Just as JFK said, "Ask not what your country can do for; ask what you can do for your country"; Brooks concludes that Adam I wants to conquer the world while Adam II wants to obey a calling to serve the world.

Through a great introduction and then a series of essays of great people, Mr. Brooks leads us through his journey toward developing his best character: moving toward love, humility, joy, a greater purpose, passion. The essays include the lives of Eisenhower (actually, his mother Ida), George Marshall, George Eliot, Augustine and Samuel Johnson--what a panoply of people! No mention of a pope or Mother Teresa, Gandhi or Martin Luther King, Jr. But flowing through considerations that some of these greats wrestled with.

I kept reading a few pages and then setting the book down to contemplate it, quite unusual for me. I guess this books speaks to something deep inside that I didn't have a vocabulary for before. What is character? What are our morals and how did we develop them...or did they develop us? These profound questions are answered from different angles via a discussion of social history and these and other individuals' lives which often flew in the face of society.

For example, in the interview with Charlie Rose, Brooks floored him when he asked what Rose thought Eisenhower's greatest challenge was: his terrible temper. After a long discussion about Ike's courageous mother, Brooks explains in the book the line from the Bible she quoted probably set him on the course toward general and president: "He that conquereth his own soul is greater than he who taketh a city." George Marshall provides an interesting comparison to Eisenhower. When FDR was looking for the man to lead Operation Overlord, the retaking of France, his first choice was Marshall. When Marshall found himself summoned to the Oval Office, FDR offered him the job. Marshall desperately wanted the position but he hemmed and hawed and said whatever the President thought best. Marshall was passed over for Eisenhower. Marshall didn't put "self" first but whatever was seen as best for the country.

Brooks says that if people only realized our nature is steered toward love instead of power and material things, we'd be a lot happier. But reaching joy also means you have to be willing to confront your own flaws and sins and to work on them constantly. These are a few of his ultimate conclusions:
--We don't live for happiness...we live for holiness.
--We are famously flawed but also splendidly endowed.
--In the struggle against your own weakness, humility is your great virtue and pride is the greatest vice.
--Character is built from your constant inner confrontation.
--The vices that lead us astray--the 7 Deadly Sins--are temporary; the elements of our character are long-lived.
--We can't do it ourselves...we need redemption. Jesus said we're all sinners--who am I to argue?

This book doesn't lend itself well to superficial skimming. If you're going to get something out of it, take your time. You may not agree with all the assumptions and tenets but, by gum, it's going to get you thinking.

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Apollo Root Cause Analysis: A New Way of Thinking, by Dean L. Gano

The purpose of this book is to share what the author has learned about effective problem solving by exposing the ineffectiveness of conventional wisdom and presenting a principle-based alternative called Apollo Root Cause Analysis that is robust, yet familiar and easy to understand. This book will change the way readers understand the world without changing their minds. One of the most common responses the author has received from his students of Apollo Root Cause Analysis is they have always thought this way, but did not know how to express it. Other students have reported a phenomenon where this material fundamentally "re-wires" their thinking, leading to a deeply profound understanding of our world. At the heart of this book is a new way of communicating that is revolutionizing the way people all around the world think, communicate, and make decisions together. Imagine a next decision-making meeting where everyone is in agreement with the causes of the problem and the effectiveness of the proposed corrective actions with no conflicts, arguments, or power politics! This is the promise of Apollo Root Cause Analysis.

  • Sales Rank: #1081532 in Books
  • Published on: 2008-03-31
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.00" h x .50" w x 6.00" l, .64 pounds
  • Binding: Paperback
  • 216 pages

Review
I enjoyed reading your book. I was impressed with the simplicty of the methodolgy. -- Bill Readdy, NASA Astronaut

Overall, the book is one of the best practical essays on the subject (of problem solving) I have seen. -- Jack Knight; NASA Mgr.

This has had a significant impact on our approach to problem solving here at Dow Chemical. -- Ted Bennett, Dow Chem.

About the Author
Dean L. Gano is president of Apollonian Publications, LLC, which is dedicated to helping others become the best event-based problem-solvers they can be by providing highly effective problem-solving tools in the form of books and computer software. Mr. Gano brings more than 36 years of experience in process industries, power plants, and computer software development to this endeavor. He started his incident investigation work and subsequent fascination with problem-solving while working on solutions to the incident at Three-Mile Island Nuclear Power Station in the late 1970s. He has participated in hundreds of incident investigations since and has studied the problem-solving process through his teaching and consulting work. He has been teaching his unique version of root cause analysis to people around the world for more than 20 years. His message is taught in nine different languages on five continents and is used globally by many of the Fortune 500 companies, the National Aeronautics and Space Administration, the Federal Aviation Administration, and other government entities. To ensure an effective problem analysis is done every time, Mr. Gano created RealityCharting software, which is becoming the world standard problem-solving tool. Mr. Gano has a Bachelor of Science in Mechanical Engineering and General Science, is a formerly certified nuclear reactor operator, and a Vietnam veteran. He is a senior member of the American Society for Quality and the American Society of Safety Engineers. He is a philosopher and student who finds great happiness in learning and helping others become more successful in their life pursuits.

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7 of 8 people found the following review helpful.
Very useful principles for preventing bad things from happening
By Todd I. Stark
How can we prevent bad things from happening, and how can a formal method help us in this quest? That's the topic of this book.

"By understanding the cause and effect principle and creating a RealityChart, your understanding of what constitutes reality will be changed forever ... allow you to see a reality that was previously beyond your comprehension." (Apollo Root Cause Analysis, p. 3)

"... the problem of a linear language in a nonlinear world while accommodating the simple human mind has been a challenge for the ages. I believe this challenge has been met with Apollo Root Cause Analysis." (ARCA, p. 176)

The importance of the topic covered by this book is immense, so for my purposes, I'll forgive the author his amusing enthusiasm for this own method as seen in the quotes above and try to determine what may actually be truly useful in it rather than dwell on what may or may not be unique about it. I will be referring to this book and to the Apollo method in this review. The method is also implemented with associated RealityCharting(tm) software which is outside the scope of this review, except where explicitly mentioned.

Problem solving well is one of if not the most critical factor for human success across a wide range of activities. One big part of problem solving is explaining *why* something unexpected happened. I you think about it, anytime something unexpected happens, we generally want to know why. We do this naturally, automatically, and effortlessly. We can't stop ourselves from doing it to at least some extent. Sometimes the explanation seems obvious and sometimes it seems very elusive. Even when the explanation seems obvious, there is often more going on of importance than we realized. We do this seemingly because especially if it's a bad thing that happened, understanding why it happened potentially helps us predict whether it will happen again and perhaps prevent it from happening again. That's important to us as individuals as well as to organizations. It's so important that we already do it all the time. We also tend to assume that we're very good at it, I think. My experience is in agreement with the author of this book, people are in general not nearly as good at solving problems as we think we are, at least when the problem become complex and involve multiple people and organizations.

We have a powerful natural ability to make sense of events that happen around us by identifying people, places, things, and weaving a story around how they interact with each other. (1) The power of storytelling to make sense of events is also its tragic downfall when we need to understand how things happen in great detail. Our temptation to tell stories actually gets in the way of understanding what specific things need to happen in order for other things to happen, and that's the sort of understanding that is needed in root cause analysis. Getting past our natural but distracting abilities to use the right tools effectively is the greatest value of an effective formal method. We often look to formal methods to systematize our thinking in general, but problem solving outside the academic realm of worked problems is often not amendable to being constrained by formal methods. Instead, formal methods provide their real benefit in forcing us to look past our own blind spots at key points during problem solving. To his credit, the author of this book seems to have grasped this important point very well and applied it effectively.

The most problematic blind spots in our thinking are those that aren't avoided by intelligence, education, or domain-specific expertise, skills or knowledge. The most problematic blind spots are actually natural abilities that serve us well most of the time. One of the most important examples is that we tend to use storytelling to construct a plausible sequence of events leading to an outcome, putting people into the center of the action and making the events meaningful to us. There are a number of reasons why this natural and compelling process is a bad idea in problem solving.

First, since a story starts with the putative "root cause" and then proceeds to its effects, it tends to assume a single cause. Events don't have a single cause. If our goal is to prevent bad things from happening, we'd rather identify as many relevant causes as possible, and potentially address each one as makes sense.

Second, storytelling tends to center around characters, their motives, and the things they do. The motives and behaviors of people are often the things we have the least reliable control over in problem solving. We'd prefer to find things we can control better if at all possible, and save human choices and our interpretation of human motives as a last resort.

Third, we can usually tell multiple different stories about the same events, depending on what information we emphasize and how we emphasize it, which in turn depends on our motivations and perspective. This means that the choice of which "root cause" we focus on tends to be more political and subjective than a result of careful analysis.

Our storytelling is natural and compelling but it tends to be more to make sense of events than to understand the details of what causes what.

So effective Root Cause Analysis tools and methods should discourage storytelling and instead search the prerequisite conditions and sequences of events that lead to the results we want to prevent. That's the message of this book and its method. So how well does it accomplish this?

Why a formal process?

Causal analysis (or what is sometimes more specifically referred to as "root cause analysis") is the more formal process of doing what we tend to do naturally, try to figure out why events diverged from what we expected. Why do we need a formal process for doing this, if we already do it naturally? Because often we don't do it very well. The very fact that we do it naturally means that we will tend to make *confident guesses* about why things happened. Often more confident than accurate. This far, the author is on solid ground. The author doesn't refer to it explicitly, but there is a very large literature on the cognitive science of decision making that supports the author's claim that people tend to jump confidently to unwarranted conclusions when they first try to explain causation. (2, 3, 6)

One very important reason for a formal process is to systematize the data gathering and analysis process in order to help compensate for our natural biases that lead us to make confident but inaccurate guesses. The value of formal vs. informal processes is debated widely in the decision science literature, since much of our innate intelligence is the result of automatic non-conscious processes that are opaque to us in our own thinking. (5) However in general I think it is a pretty safe conclusion that a good formal process often helps us focus attention on things that we would not otherwise have seen to see past some of our own blind spots. That's the first reasonable rationale for causal analysis methods like Apollo Root Cause Analysis (ARCA) and its primary tool, RealityCharting(tm). Simply having a process to focus us on causes rather than stories is useful in itself.

Why a formal group process?

There are various reasons for using a formal process in organizations. Unexpected events often affect more than one person, often more than one person is part of the problem, and often more than one person has information or perspective needed to figure out what happened. So causal analysis very often becomes a group process. In addition to the reasons for using a formal process in general (to get around our individual blind spots), it is also important in groups in order to help avoid "group blind spots" such as the principles of behavior in groups studied by psychologists. We are often tempted us to go along with the consensus, to protect our own ideas, to react initially negatively to new ideas, and other tendencies that can negatively impact the problem solving process in groups. (6) A good formal group process can help get around our group blind spots just as it can help us get around our individual blind spots. In spite of the well-established problems created by "groupthink" and other group dynamics studied in social psychological, under optimal conditions, groups can often perform significantly better than individuals on some kinds of problems. (7)

The author makes a key point about group processes that he says defies conventional wisdom (p. 9). He implies essentially that the principles of good problem solving are simple and domain-general so should be taught to everyone, whereas domain expertise is deeper and necessarily differs more between people, so "subject matter experts" should also be at hand. The conventional wisdom he says is that problem solving is entirely "inherent to the subject at hand," or what I would call domain-specific, ignoring the value of domain-general principles in problem solving. I don't know how much this really defies conventional wisdom, but I agree with him completely and I think this is an important principle. It is a major part of the rationale for involving more people in a collaborative group problem solving process rather than just pulling in a few experts. If the process is good, and this principle is valid, then it has deep implications for improving problem solving in organizations by broadening involvement and investment in the process itself. That brings us to the real question at hand, whether the author's method accomplishes this objective.

Why Apollo?

So far my description here is I think pretty much in line with the author's rationale. Now we come to the real meat. How good is this particular method at getting around our individual and group blind spots, compared to other methods? That's the significance the author claims for this book and for his method, so that's what we really need to know to evaluate this book. The book covers a lot of ideas that are very important to know, but many are common knowledge to experienced problem solvers, so I am not going to focus on those. What I will focus on is what is supposed to be special about ARCA and RealityCharting(tm) in particular.

According to the author, the key distinction between his formal method and all others is that all others are ways of categorizing causes and schemes for voting on the best way to categorize them, while his method discerns (and RealityCharting displays) the actual relationship between different causes, along with the evidence for each cause. (p. 193)

All viable methods of "root cause analysis" in groups involve taking chains of events that would be too numerous and related in too complex a manner to envision in a common way by everyone involved in the process of they were simply described in words. Visual representations of trees of causes play a key role in all formal methods of "root cause analysis," including ARCA.

The trick to understanding the underlying message of this book and grasping the uniqueness claimed for the method is to understand exactly what he means by the *relationships between causes* and how the method forces you to think about evidence for causes. I don't personally favor the author's explanation for why his method is unique. His rules of causality seem awkward to me and I think there is a slightly different and clearer way to think of how his method works.

First, every effect is also a cause. There is no distinction between causes and effects except at the endpoints. Feedback loops of causes that have effects that ultimately lead back to the original cause are common in nature as well as human design and this method has no problem handling them. We start with the effect we are trying to explain and end with causes that either do not need to be explained or cannot yet be explained. This seems fairly straightforward to me for a causal chain, I'm not sure why the author feels it is unique to his method. I suppose it may be that commonly used methods tend to de-emphasize this aspect of causality.

Second, the method forces you to identify both actions and conditions that had to be in place for the action to cause the effect. This isn't useful for causal modeling as much as it is a useful trick for helping to identify all of the causes that might be relevant to solving the problem. Breaking the "Why?" question into an action and a set of conditions is seemingly somewhat unique to this method and helps avoid thinking solely in terms of actions or solely in terms of things that were in place at the time or characteristics of the situation. The theory is that it is usually *easier* to see actions that happened and less obvious what conditions had to be in place as well, but it is often *more useful* to identify the conditions because they tend to be more predictable and more controllable.

Third, the method forces you to have evidence for each cause, and takes an unusual and perhaps mildly questionable empiricist slant here. It distinguishes "sensed" from "inferred" evidence. "Sensed" of course refers to direct observation by someone, with as little interpretation as possible. "Inferred" refers to anything else. Assumptions and opinions represent doubts and must be investigated further, and just about anything that someone doesn't observe directly themselves has some doubt associated with it, whereas direct observation is automatically given very high credibility by the rules of the methodology.

This is a slightly odd sort of slant from my perspective because the credibility of eyewitness testimony in general is often in doubt (8), the reliability of inference is often not obvious, and because in my experience, hypothesis testing is particularly useful and important problem solving tool. Storytelling, much maligned and minimized in the ARCA method for good reason, is built on inferences from observations. However so do scientific theories and mathematical models arise from inferences. (9) The main difference is that science and math involve systematic linking and pragmatic testing of inferences rather than just weaving meaningful narratives. The author frequently asserts in different ways that storytelling negatively impacts problem solving, and defers to direct observation. I would instead argue that both are in doubt, and that their relative strength is not absolute based on source, but depends upon how inferences and observations support each other. One contemporary philosopher usefully compares the relationship to that of a crossword puzzle. (10) It is notable that the ARCA method and reality charting tool have no trouble accommodating different conceptions of the reliability of evidence.

Strengths

1. The philosophy behind the method is extremely inclusive organizationally. The idea is not to find the putative "true causes" but to gather enough information to produce effective solutions. So the method encourages as many people as possible to participate as fully as possible, rather than to argue over the right causes to focus on. That is perhaps the greatest strength of this method, its formal incorporation of diverse perspectives, allowing everyone to be heard and every perspective considered while discouraging the usual drama of competing narratives. Different definitions of the problem are managed by starting from different primary causes and creating separate charts. Since the framing of the problem often guides or constrains the search for a solution, I consider this a strength of this method.

2. ARCA explicitly includes the source and specifics of evidence for each cause, helping to identify and prioritize information gathering tasks to further validate assumptions and opinions, or reproduce observations. You are strongly encouraged to provide evidence for every cause, a process that I think can lead to a far more comprehensive yet focused data gathering effort than other methods.

3. ARCA allows for the explicit representation of causal feedback loops, which can be important factors in understanding what is happening. Many causal charts make this important relationship very difficult.

4. The technique of treating each effect as a cause and subjecting each to requirements for evidence, and explicit follow-up for finding further causes, intermediate causes, information required, or explicit reasons for stopping is a very powerful aid to causal thinking and to me is the core of both the method and the associated software.

Limitations and Criticisms

1. Potential overreliance on unreliable eyewitness testimony vs. discouragement of useful inferences. The process of hypothesis generation is a particular kind of inference where we consider more alternatives than we suggest, and as a result we understand that they are explicitly hypotheses. There is experimental evidence that generating hypotheses ourselves leads to a more realistic appraisal of their strength and less false confidence than inferences provided from other people. (cf. Derek Koehler) Other research supports the notion that our causal judgments are themselves inferences that often result from mental simulation. [This is a comment regarding the method in the book, which downplays the role of "inference" vs. "direct observation." It is a minor point in practice because there is nothing in the RealityCharting tool that forces you to evaluate sources of evidence in a particular way.]

2. Overemphasis on uniqueness of the method. This mostly refers to the tone in which the book is written, which I often found distracting and annoying, wherein it often makes the book sound like a sales presentation for the method and the tool rather than a treatise on effective problem solving. This point goes along with the scarcity of credit to other sources that for me would have greatly enriched my appreciation of the rationale for the method. The author relies too heavily on himself as an authority for his rationale to rate this a five star book.

3. Restriction of causal statements to very brief verb-noun and noun-verb format rather than sentences. I think this has some value in fostering clarity if you manage to find a phrase that everyone happens to understand in the same way. Still, in practice I found that it can be time consuming to come up with these compact ways of expressing causes, and that they were easier to misinterpret than full sentences would be. [This is also a potential issue in the tool because the rule checking tries to enforce it. However, it can be disabled if desired.]

4. Does not allow you to visibly categorize causes except into actions vs. conditions. This is an attribute of both the method and the associated software. This "limitation" is the intentional result of the author's core principle that he feels distinguishes his method in particular: categorizing causes is relatively useless compared to relating them. Categorizing causes is suggested in ARCA only if you are stuck finding plausible candidate causes and want to try thinking in terms of categories in order to help find candidates. Since this is intentional, it is a limitation only in the sense that someone familiar with other methods may run into it and have to think differently in order to use the method as intended.

Given that so far every substantive criticism I've had of this method is easily accommodated by minor changes to the method (as well as in the associated tool, with the exception of categorizing causes) I found this to be a particularly versatile method. It captures a number of key principles of problem solving, especially in groups, and provides practical and effective ways of compensating for our most problematic blind spots and biases. For the most part, I think understanding the principles of ARCA and RealityCharting would probably enhance most other methods as well as the method standing on its own.

A formal method itself is no substitute for improving the reflective intelligence of each problem solver, but I think this method could go a long way in any organization toward getting people to think more effectively, and especially for helping them communicate their best thinking to each other. I found very little to disagree with and much of value in this book and found the method easy to understand and apply.

References

(1) Brian Boyd on art and storytelling as biological adaptations which derive from play.
"On the Origin of Stories: Evolution, Cognition, and Fiction," Brian Boyd, 2009, Belknap Press of Harvard University Press

On the Origin of Stories: Evolution, Cognition, and Fiction

(2) David Perkins discusses the significance of domain-general principles for effective thinking, and why they can't be replaced completely by intelligence or expertise. A plausible research-based discussion of why we need help getting around our built-in individual blind spots.
"Outsmarting IQ: The Emerging Science of Learnable Intelligence," David Perkins, 1995, Simon and Schuster

Outsmarting IQ: The Emerging Science of Learnable Intelligence

(3) The psychological study of how we tend to answer questions of the form "Why ... ?" is called attribution theory. Probably a result of our bias toward storytelling explanations, most attribution theory has attempted to address attributions of people in social situations and sometimes products in the case of consumer research. A much smaller amount of research has been done on the perception of causality in other ways, such as in building causal explanations, and only a tiny amount has made its way into popularly accessible books.

"Causal attribution: from cognitive processes to collective beliefs," Miles Hewstone , Wiley-Blackwell

Causal Attribution: From Cognitive Processes to Collective Beliefs

(4) There are not many modern books that deal relatively broadly with causal modeling from both a philosophical and mathematical perspective. One of the few is Pearl's text.

"Causality: Models, reasoning, and inference," J. Pearl, 2000, Cambridge University Press

Causality: Models, Reasoning and Inference

(5) The non-conscious processes in realistic problem solving is addressed by a fairly sizeable body of technical literature by Dijksterhuis, Bargh, Gollwitzer, and others, and introduced in an accessible and practical way by Gary Klein.

"Sources of Power: How People Make Decisions," 1999, Gary Klein, MIT Press

Sources of Power: How People Make Decisions

(6) The problems exacerbated by group behavior under non-optimal conditions are introduced accessibly and briefly yet very broadly in:

"The Psychology of Judgment and Decision Making," Scott Plous, 1993, Mcgraw-Hill.

The Psychology of Judgment and Decision Making (McGraw-Hill Series in Social Psychology)

(7) The positive potential of groups under optimal conditions is discussed in
"Group Problem Solving" by Patrick Laughlin, 2011, Princeton University Press.

Group Problem Solving

The common belief that direct observation is inherently more reliable than inference is based on two ideas that are at best only partially true: (1) the assumption that reports based on observation does not significantly depend on memory, inference, or explanation, and so is automatically free of distortions, biases, or storytelling, and (2) the assumption that inferences are roughly equivalently reliable under a wide range of conditions.

(8) On the reconstructive nature of memory for events, see:
"Searching for Memory: The Brain, The Mind, and the Past," Daniel L. Schacter (1997), Basic Books

Searching For Memory: The Brain, The Mind, And The Past

(9) On the nature of inference and especially scientific inference, see:
"Error and Inference: Recent Exchanges on Experimental Reasoning, Reliability, and the Objectivity and Rationality of Science," Mayo and Spanos (2010), Cambridge University Press

Error and Inference: Recent Exchanges on Experimental Reasoning, Reliability, and the Objectivity and Rationality of Science

(10) The useful crossword puzzle metaphor for the relationship of observation and inference is introduced in:
"Evidence and Inquiry: A Pragmatist Reconstruction of Epistemology," Susan Haack (2009), Prometheus Books

Evidence and Inquiry: A Pragmatist Reconstruction of Epistemology

15 of 20 people found the following review helpful.
this book got 4 stars?
By sprint
It's hard to believe anyone gave this book 4 or 5 stars. I needed another RCA book to flesh out a presentation I was doing. I rush ordered this book because it had some good ratings. One description that the author gives of himself is "philosopher." This is your first clue that he is going to throw in a lot of contemplative meandering that doesn't really get you anywhere. The writing style is so juvenile and annoying that it is strangely amusing: "ARCA provides the methodology and RealityCharting provides the tool to allow you to see ***a reality that was previously beyond your comprehension***" ; "Variables exist in the infinitum, I explained. He understood what I said, but it **destroyed his illusion of the perfect world** where everything is known and right answers always exist." ; and lastly: "Groovenation is a term I created to describe the process of justifying our beliefs. To be **groovenated** is to hold strong biases and prejudices." Gagh me-- So I ended up using my copy of the Six Sigma Fieldbook to finish up my presentation slides. This is a book that I don't even want to have on my bookshelf. I'll probably throw it away.

9 of 12 people found the following review helpful.
Must be missing something
By problem child
Am doing a bunch of problem solving, and looking for a better way. Bought this book, looking for some insights into how I could organize a team's efforts better.

Not much there, IMO.

Dean's method, in essence, is a structured form of the 5 why's, which allow a much more complexity than a typical 5 why's, but same concepts.

Most interesting thing thing is the treatise on how different people interpret things differently; interesting but not so helpful.

The only thing annoying in this book, as another reviewer said, is the blatant self promotion of Apollo's software / training.

Overall, not a time waster to read through, but not something that will change your life, nor help you especially well.

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[X898.Ebook] Download PDF Microsoft Excel 2016 Functions & Formulas Quick Reference Card - Windows Version (4-page Cheat Sheet focusing on examples and context for .

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Microsoft Excel 2016 Functions & Formulas Quick Reference Card - Windows Version (4-page Cheat Sheet focusing on examples and context for .

Geared toward the intermediate to advanced Excel 2016 user, this example-rich 4-page laminated card/guide provides explanations and context for many powerful Excel 2016 spreadsheet formulas and functions. Step-by-step instructions for many formula/function-related features such as using range names, and Excel's troubleshooting features. Written with Beezix's trademark focus on clarity, accuracy, and the user's perspective, this guide will be a valuable resource to improve your proficiency in using Microsoft Excel 2016. This guide is suitable as a training handout, or simply an easy to use reference guide.

Topics include:

Controlling Order of Precedence
Conditionally Summing/Counting Data (SUMIF, COUNTIF)
Being Precise (Rounding functions)
Improving Clarity with Range Names: Creating Names, Limiting Scope, Defining a Constant or Formula for a Name, Managing Names, Indirectly Referring to a Named Range (INDIRECT)
New Functions for Office 365, Mobile & Online (CONCAT, TEXTJOIN, IFS, MAXIFS/MINIFS, SWITCH)
Merging Text and Numbers (CONCATENATE, TEXT, LEFT, RIGHT, MID, LEN, FIND, VALUE, TRIM, SUBSTITUTE)
Changing Results: IF, AND, OR, NOT
Table Lookups (VLOOKUP, HLOOKUP, INDEX, MATCH)
Error Recovery (ISNA, ISERROR)
Array Formulas (Single Cell & Multi-Cell Arrays)
Dates and Times (DATE, YEAR, MONTH, DAY, TODAY, WEEKDAY, NETWORKDAYS, EDATE)
Using a Formula for Data Validation
Troubleshooting: Types of Errors, Automatic Error Checking, Using the Error Checker, Showing/Hiding Formulas, Evaluating Nested Formulas, Selecting Related Cells, Displaying Cell Relationships, Removing Relationship Arrows.

Examples: Summing Selected Data; Being Precise; Merging Text & Numers; Table Lookups; Table Lookups with IF and ISERROR; Dates & Times; Single- and Multi-Cell Arrays.

  • Sales Rank: #10300 in Books
  • Published on: 2016-05-02
  • Binding: Pamphlet
  • 4 pages

About the Author
Beezix has been publishing quick reference computer guides for trainers, training companies, corporations, and individuals across the US and Canada for the past 20 years. Founded by trainers, extensive industry experience made us aware of the need for a line of high-quality guides that were clear, accurate and concise. Our cards are designed for casual computer users right through to trainers and help desk staff.

Most helpful customer reviews

0 of 0 people found the following review helpful.
Five Stars
By Janice S.
Great quick and easy reference guide for Excel.

0 of 0 people found the following review helpful.
Very helpful. I use it several times a week ...
By Frank E. Walker
Very helpful. I use it several times a week.

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Five Stars
By Dorothy A. Stolte
Great asset and time saver for working with Excel . . .

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