Friday, May 28, 2021

Your parents' incomplete passages

  
Frankor Minirth, Paul Meier, Stephen Arterburn, The complete life encyclopedia : a Minirth Meier new life family resource, 1995

pp.389-390
p.389
   Deal with your parents' incomplete passages.
   Deal with your parents' incomplete passages.  As we were growing up in our parents' home, we absorbed attitudes and impressions about marriage and husband-wife roles from their example.  We assume that our attitudes about marriage (which largely reflect the attitudes of our parents) are “normal” because those attitudes are the only ones we've ever known.  Suddenly, we are thrown into a sink-or-swim situation with another person from another family background with a whole different set of attitudes that he or she thinks are “normal” but that we regard as “weird”. 
p.389-390
It's time to reconsider, and to take a hard look at the attitudes and impressions we have absorbed by osmosis from our families of origin.
p.390
   What passages or task did our parents fail to complete?  Did they fail to overcome the tendency to jockey for control?  Did they fail to learn how to make responsible choices?  Did they fail to maintain individual identities?  Fail to practice forgiveness?  Unless you become consciously aware of these passages in your parents' life where they got stuck or derailed, you are likely to repeat their pattern.

p.390
   What self-defeating attitudes did you absorb your parents?  “Men don't show emotion or say ‘I love you.’”  “Women can't be trusted with money.”  “Sex is a weapon in the battle of the sexes.”  “Keep your man on a short leash; men can't be trusted.”  Your parents' attitudes were probably never verbalized when you were growing up, but they were modeled, and you absorbed them unconsciously and uncritically.  Now they have to be dug up like land mines, one by one, so that they can be defused.  If you don't, they will continue to explode unexpectedly throughout your marriage, wounding both you and your spouse.

p.390
   What's more, some of those land mines will still be lying around for your children to discover.

p.390
A key principle of this passage of marriage is  [‘]All incomplete passages become unfinished business for the next generation.[’]  If your parents left any unfinished business for you to deal with, then finish it now.  Resolve these old issues in your present-day marriage, and make a commitment not to pass them on to your own children. 

   (The complete life encyclopedia : a Minirth Meier new life family resource / Frank Minirth, Paul Meier, Stephen Arterburn, 1. mental health ── religious aspects ── christianity ── encyclopedias., BT732.4.M55   1995, 613──dc20,  )
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8:15
How to Heal the Child in YOU | Thich Nhat Hanh Shares WISDOM for Parents #innerchild #buddhism
https://www.youtube.com/watch?v=4efKjvYLLHM
https://www.youtube.com/watch?v=4efKjvYLLHM
Sounds True
  Dec 23, 2022
   ____________________________________
52:24
The Path | Michael Puett | Talks at Google
https://www.youtube.com/watch?v=MfnSTr6-1g4
https://www.youtube.com/watch?v=MfnSTr6-1g4
Talks at Google
  Aug 1, 2016
For the first time award-winning Harvard professor, Michael Puett shares his wildly popular course on classical Chinese philosophy, showing you how these ancient ideas can guide you on the path to a good life today.

Prof. Puett stopped by our Cambridge office to enlighten us on ways in which we can use teachings from two thousand years ago to live our best lives yet while staying true to our authentic selves.

Why is a course on ancient Chinese philosophers one of the most popular at Harvard?
   ____________________________________

so I am not sure why I decide to post this today of all other days, like
why did I not post it in the past, or, why could I not have post this to morrow, meaning some time in the future; I don't know and, I am unclear as to why I am doing it today of all the other days I could do this; I know, I repeated, all other days;
what I can tell you is that today is not the day for posting this brief TEXT about your parents' incomplete passages; with that part out of the way, I feel like I need to say that, I do not know what you can do with this piece of information;
okay, let's say it is true that, everyone has their parents' incomplete passages; what can I do, or, what can you do about it; for the moment, as I am typing this, I can not figure out - what are you going to do about it, upon after getting this information; so what? ;
  
I post this information; no one is going to know it is out there;
but let's supposed that some one did find out about it;
and so they read it; now what; how does (your parents' incomplete passages) apply in their life situation?; of all the problems in their lives, getting food on the table, paying rent (hoursing) (sp?) (housing), electricity, water bill; simple survival; addressing your parents' incomplete passages is going to [be] pretty low on the survival priority list;
 
another thing that I feel like I should say is this;
this TEXT - this piece of information - would most likely be not that useful unless you have gone through a proper preparation process before reading it; in other words, without a certain kind of initiation process, and in a way, you can say this initiation process is supposed to put - arrange and configure - your mental setup into a framework or maybe, a mental scaffolding (mental model), or, assembling a mythical virtual reality google (goggle) with a theoretical lens, there are  two lens, one for each eye, I am predicting and, I would be wrong in some cases, where n = (some cases) (prediction failure), you would not be able to do anything with the (your parents' incomplete passages) TEXT;

one last thing, and I think this is going to be the last thing, I believe (your parents' incomplete passages) to be true, not The Truth, but true; of course, (your parents' incomplete passages) would not apply as much or, not at all to the situation of foster parents, orphan (orphans), or things (situation) like that; it would not apply, not in the sense that it would not apply; it would not apply in the sense that I do not know if it would apply, because I have no information, no data, no cases or studies that is available that would inform me whether if the situation is applicable or not; in other words, I do not know, and because I do not know, I am erring on the side of ..., and saying they do not apply; whether (your parents' incomplete passages) would apply in your situation or not, ultimately, you are going to have to figure that out for yourself; with all the cautions that I have mentioned, I have a high level of confidence in the applicability of (your parents' incomplete passages)...   
   ____________________________________
21:13
Stephen Colbert and Anderson Cooper's beautiful conversation about grief
https://www.youtube.com/watch?v=YB46h1koicQ
https://www.youtube.com/watch?v=YB46h1koicQ
mostly water
Aug 17, 2019
   ____________________________________  
  
For mum (mom), for dad (dada), for those of you who voluntarily choose to be parents, and for all the teachers (inside and outside of the class room) (great and small, young and old, living and dead, especially the human babies and small helpless beings); you may not know it or, maybe you do, but how you treated each others and yourself, have influenced me on how I should treat the world; ...

May peace be upon u, may peace be with you, and may peace be in your heart, your thought, your mind, your meditation, your mantra, your spirit, your breathe (breath), your speech, your movement, your smile, your face, your whole being, from the tippy top of the hair on your head beneath the heavenly blue sky down to the skin on your foot pad where it touches the Motherly earth, before you came to be, and after you shall have gone away, always and forever, [in the name of the holy and sacred spiritual breath] Amen.

Namaste.
   ____________________________________

Hasidic story of two stones, one in each pocket

Rabbi Simcha Bunam Bonhart of Przysucha (1765–1827) used to say, “Everyone must have two pockets, with a small stone in each pocket, so that he or she can reach into the one or the other, depending on the need.  When feeling lowly and depressed, discouraged or down, one should reach into the one pocket, and, there, be reminded of The words: “For my sake, the world was created.”  But when feeling high and mighty, one should reach into the 2nd pocket, and recall the words: “Ashes to ashes, dust to dust, I am dust and ashes, and unto dust and ashes I shalt return.”
   ____________________________________

 ‘ashes to ashes, dust to dust’

“In the sweat of thy face shall thou eat bread,
Till though return unto the ground;
For out of it wast thou taken:
For dust thou art,
And unto dust shalt thou return”

source:
        https://www.joincake.com/blog/ashes-to-ashes-dust-to-dust/
   ____________________________________

An elder Cherokee Native American was teaching his grandchildren about life. He said to them, “A fight is going on inside me…It is a terrible fight, and it is between two wolves. One wolf represents fear, anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, pride and superiority. The other wolf stands for joy, peace, love, hope, sharing, serenity, humility, kindness, benevolence, friendship, empathy, generosity, truth, compassion, and faith. This same fight is going on inside of you and every other person too.” They thought about it for a minute and then one child asked his grandfather, “Which wolf will win?” The old Cherokee simply replied… “The one I feed.”
   ____________________________________

Louann Brizendine, M.D., The Female Brain, 2006

This book is not intended to take the place of medical advice from a trained medical professional. Readers are advised to consult a physician or other qualified health professional regarding treatment of their medical problems. Neither the publisher nor the author takes any responsibility for any possible consequences from any treatment, action, or application of medicine, herb, or preparation to any person reading or following the information in this book.

p.110
The mommy brain is built through architecture, no imitation. This inattentive mothering behavior can be passed on for three generations unless some beneficial change in the environment happens before puberty.

p.110
   This finding has huge implications even if only some of it holds true for humans: how well you mother your daughter will determine how well she mothers your grandchildren.

p.111
   Scientists have also shown that high nurturing──from any loving, trust-inducing adult──may make babies smarter, healthier, and better able to deal with stress. These are qualities they will carry throughout their lives and into the lives of their own children.

p.111
Veronica's paternal grandmother made her feel special, even though her maternal grandmother was as emotionally distant as her mother was. Veronica started to cry as she told me how her father's mother would drop preparations for dinner party to color with her or to play dolls. Grandma made bluebery pancakes with warmed syrup and helped Veronica make her bed and clean her room. When there was a party to go to and Veronica needed clothes, this grandmother took her shopping and often let her buy dresses she loved but knew her mother would not have allowed.

p.111
allomother──a substitute mom

p.112
Veronica's paternal grandmother may have been the linchpin in creating generational change.

p.113
They also pitch in when needed to care for offspring other than their own──this is called alloparenting. In fact, in times of plenty, other moms easily adopt and care for foster children, even those from other communities or species. Many mammals have this capacity to bond with, nurture, and care for the offspring of others.

p.113
Agta Negrito of Luzon (the Philippines)
Agta women participate actively in hunting precisely because others are available to assume child care responsibilities. When women were observed to hunt, they either brought nursing children with them or gave the children to their mothers or oldest female sibling for care.

p.114
IDEAL MOMMY BRAIN ENVIRONMENT

One environmental factor that is essential for good mothering in any animal is predictability. It's not about how many resources are available, it's about how regularly they can be obtained. In one study, mother rhesus monkeys were set up with their youngsters in three different environments: one had plenty of food on some days but scarce fod on others. The amount of nurturing behavior mothers gave to their youngsters in these environments was recorded every hour on video. Youngsters in the best environment, with plenty of food, got the most responsive nurturing from their moms, while those in the environments with scarce but steady amounts of food got almost as much. But those from the unpredictable environment not only got the least amount of nurturing but received abusive and aggressive attacks from their moms. The mother and infant monkeys in the unpredictable environment had higher levels of stress hormones and lower levels of oxytocin than their peers in the other environments.

p.114
   In an unpredictable human environment, mothers become fearful and timid, and babies show signs of depression. The youngsters cling to their moms and are much less interested in exploring and playing with others──traits that linger on into adolescence and adulthood. This study supports the commonsense notion that mothers can do their best in a predictable environment. According to the primatologist Sarah Hrdy, humans evolved as cooperative breeders in settings where mothers have always relied on allomaternal care from others. So whatever a mother does and others do to help her, inside or outside the home, to ensure the predictability and availability of resources──financial, emotional, and social──may ultimately secure her children's future well-being.

In a nutshell, Men and women experience the world differently thanks to each gender's vastly different exposure to sex hormones.

The Female Brain
Louann Brizendine, M.D.

1. ANTERIOR CINGULATE CORTEX (ACC):  Weights options, makes decisions. It's the worry-wort center, and it's larger in women than in men.

2. PREFRONTAL CORTEX (PFC):  The queen that rules the emotions and keeps them from going wild. It puts the brakes on the amygdala. Larger in women, and matures faster in women than in men by one to two years.

3. INSULA:  The center that processes gut feelings. Larger and more active in women.

4. HYPOTHALAMUS:  The conductor of the hormonal symphony; kicks the gonads into gear. Starts pumping earlier in life in women.

5. AMYGDALA:  The wild beast within; the instinctual core, tamed only by the PFC. Larger in men.

6. PITUITARY GLAND:  Produces hormones of fertility, milk production, and nurturing behavior. Helps turn on the mommy brain. 

7. HIPPOCAMPUS:  The elephant that never forgets a fight, a romantic encounter, or a tender moment──and won't let you forget it, either. Larger and more active in women. 



p.xv
estrogen
protestorone
testosterone

estrogen──the queen: powerful, in control, all-consuming; sometimes all business, sometimes an aggressive seductress; friend of dopamine, serotonin, oxytocin, acetylcholine, and norepinephrine (the feel-good brain chemicals).

progesterone──in the background but a powerful sister to estrogen; intermittently appears and sometimes is a storm cloud reversing the effects of estrogen; other times is a mellowing agent; mother of allopregnenolone (the brain's Valium, i.e., chill pill).

testosterone──fast, assertive, focused, all-consuming, masculine; forceful seducer; aggressive, unfeeling; has no time for cuddling.


p.xv
oxytocin
cortisol
vasopressin
DHEA
androstenedione
allopregnenolone

oxytocin──fluffy, purring kitty; cuddly, nurturing, earth mother; the good witch Glinda in the The Wizard of Oz; finds pleasure in helping and serving; sister to vasopressin (the male socializing hormone), sister to estrogen, friend of dopamine (another feel-good brain chemical).

cortisol──frizzled, frazzled, stressed out; highly sensitive, physically and emotionally.

vasopressin──secretive, in the background, subtle aggressive male energies; brother to testosterone, brother to oxytocin (makes you want to connect in an active, male way, as does oxytocin).

DHEA──reservoir of all the hormones; omnipresent, pervasive, sustaining mist of life; energizing; father and mother of testosterone and estrogen, nicknamed “the mother hormone”, the Zeus and Hera of hormones; robustly present in youth, wanes to nothing in old age.

androstenedious──the mother of testosterone in the ovaries; supply of sassiness; high-spirited in youth, wanes at menopause, dies with the ovaries.

allopregnenolone──the luxurious, soothing, mellowing daughter of progesterone; without her, we are crabby; she is sedating, calming, easing; neutralizes any stress, but as soon as she leaves, all is irritable withdrawal; her sudden departure is the central story of PMS, the three or four days before a woman's period starts.

p.xvii
Hormones can determine what the brain is interested in doing. They help guide nurturing, social, sexual, and aggressive behaviors. They can affect being talkative, being flirtatious, giving or attending parties, writing thank-you notes, planning children's play dates, cuddling, grooming, worrying about hurting the feelings of others, being competitive, masturbating and initiating sex.
   ____________________________________

2. Louann Brizendine (2006)                      [ ]

[pp.52-57]
     By Tom Butler-Bowdon, from page 52 to page 57::
     from the book, ‘The Female Brain,’, by Louann Brizendine (2006), New York: Morgan Road,
 [p.52]
  The Female Brain

"More than ninety-nine(99) per cent of male and female genetic coding is exactly the same.  Out of the 30,000 genes in the human genomes, the variation between the sexes is small.  But those few differences influence every single cell in our bodies--from the nerves that register pleasure and pain to the neurons that transmit perception, thoughts, feelings and emotions."
([ those few differences influence every single cell in our bodies ])

"Just as women have an eight-lane superhighway for processing emotion while men have a small country road, men have Chicago's O'Hare Airport as a hub for processing thoughts about sex whereas women have the airfield nearby that lands small and private planes.  That probably explains why eighty-five percent of 20-30 year old males think about sex every fifty two seconds and women think about it once a day--or up to every three or four hours on their most fertile days.  This makes for interesting interactions between the sexes."
([
   1.  for processing emotion women have an eight-lane superhighway, while men have a small country road
   2.  for processing thoughts about sex men have Chicago's O'Hare Airport as a hub, whereas women have the airfield nearby that lands small and private planes.
   3.  this probably explains why 84 per cent of 20-30 year old males think about sex every 52 seconds and women think about it ONCE a day--or up to every 3 or 4  hours on their most fertile days.
   4.  This makes for interesting interactions between the sexes.
     ])

In a nutshell, Men and women experience the world differently thanks to each gender's vastly different exposure to sex hormones.

 [p.53]
  Louann Brizendine
  ... In fact, women and men have the same number of brain cells, but women's are more tightly packed into their skull.
     In the areas of the brain dealing with language and hearing, women have a full 11 per cent more neurons than men, and the part of the brain associated with memory, the hippocampus, is also larger in women.  The circuitry for
 [p.54]
observing emotion on other people's faces is again larger compared to the male.  In relation to speech, emotional intelligence, and the ability to store rich memory, therefore, women have a natural advantage.  ([ Therefore, women have a natural advantage in relation to speech, emotional intelligence, and the ability to store rich memory (and pick-up a new speaking language and being able to recall with precision and detail the last argument or conversation you had with her 20 years ago). (Dear Gentle Ladies, if you forget this, I have just remind you.) ])
     Men, on the other hand, have more processors in amygdala, a part of the brain regulating fear and agression.  This perhaps explains why males are more likely to anger quickly and take violent action in response to immediate physical danger.  (The concept of "fight or flight" in response to danger is an observation of men rather than women. [p.55] ([ fight or flight or freeze ]))  Women's brains also evolved to deal with possibly  life-threatening situations, but in a different way.  The female brain experiences greater stress over the same event as a man's, and this stress is a way of taking account of all possible risks to her children or family unit.  This is why, Brizendine suggests, a modern woman can view some unpaid bills as catastrophic, as they seem a threat to the family's very survival.
     ... Women actually use different parts of the brain and different circuits than men to accomplish the same tasks, including solving problems, processing language, and generally experiencing the world.
  

The Baby Brain
The brains of male and female fetuses look the same--"female is nature's default settings," until they are 8 weeks old, Brizendine observes.  At about eight weeks, a male foetus's brain is flooded with testosterone, which kills off the cells relating to communication and helps to grow cells relating to sex and aggression.  Biochemically, the male brain is then significantly different from a female one, and by the time the first half of the pregnancy is over, the differences between male and female brains are mostly set.
     <this first sentence has been edited> A baby comes into the world wired to notice faces and to hear vocal tones, however a female baby does both things better.  In the first three months of her life a baby girl's abilities at "mutual gazing" and eye contact grow by 400 per cent.  In the same period, these abilities do not grow at all in boys.
     It is well known that girls usually begin speaking some time before boys, thanks to the better-developed language circuitry of their brains.  This continues into adulthood, with women speaking on average 20,000 words a day and men averaging only around 7,000. (As Brizendine remarks, this higher ability "wasn't always appreciated," with some cultures locking up a woman or putting a clamp on her tongue to stop the chatter. ([ Brizendine is not being figurative here, the women were physically locked up and clamp were put on the tongue for speaking too much; imagine a writer or a painter being locked-up and having clamp put on their hands for writing or painting too much, or an athelete being locked-up for playing or working on mastering the choosen sports, too much.])) 
 [p.55]
  cycle of mother-infant stress.
     ... baby girls are more sensitive to the state of their mother's nervous system.  It is important that infant girls do not have mothers who are stressed out, as when the girl grows up [and] have children of her own, her ability to be nurturing will be reduced.  However, armed with this knowledge, it is possible to break the cycle of mother-infant stress.

The teen brain
At puberty, a girl's thinking and behavior change according to the fluctuating levels of estrogen (one of the "feel-good" hormones), progesterone ("the brain's valium"), and cortisol (the stress hormone) in her brain.  Other important hormones produced are oxytocin (which makes us want to bond, love, and connect with others) and dopamine (which stimulates the brain's pleasure centers).
     The effect of these chemicals is to give a teenage girl a great need for and pleasure in gossiping, shopping([ treasure-hunt, searching, gathering, preparing, cooking ]), exchanging secrets([better route and method to search for, to get to and gather resource]), and experimenting with clothing and hair styles--anything that involves connecting and communicating.  Teenage girls are always on the phone because they actually NEED to communicate to reduce their stress levels.  Their squeals of delight at seeing friends, and the corresponding panic at being grounded, are also part of these changes.  The dopamine and oxytocin rush that girls experience is "the biggest, fattest neurological reward you can get outside of an orgasm," Brizendine remarks.
     Why exactly does the loss of a friendship feel so catastrophic to a teen girl, and why is her social group so important to her?  Physiologically she is reaching the optimum age for child rearing, and in evolutionary terms she knows that a close-knit group is good protection, since if she has a small child with her she is not able to attack or run away as a man can. (The concept of "fight or flight" in response to danger is an observation of men rather than women.)  Close social bonds actually alter the female brain in a highly positive way, so that any loss of those relationships triggers a hormonal change that strengthens the feeling of abandonment or loss.  The intensity of female pubescent friendships therefore also has a biochemical basis.
     The teenage girl's confidence and ability to deal with stress also change according to the time of the month, and Brizendine has treated many "problem" girls who experience higher than average hormonal changes.  The most brash and aggressive girls often have high levels of androgens, the hormones associated with aggression.  At normal levels, fluctuations in androgens can cause a girl to be more focused on power, whether within the peer group or over boys.
     Incidentally, why do teenage boys often become brooding and monosyllabic?  The testosterone that marinates their brains not only drives
 [p.56]
them to "compelling masturbatory frenzies," but also reduces their wish to talk or socialize if it does not involve girls or sport ([or others]).
     Overall, in the teen years the differing hormonal effects on the brain cause males and females to go off in different directions--boys gain self-esteem through independence from others ([ see scarce_ithoj and West_ithoj below ]), while female gain it through the closeness of their social bonds.

Final comments
... Yes, we may be able to alter our cultural attitudes or policies to make a better world, but first we must understand the facts about how brain biology--so different between men and women--shapes behavior.
     ... She notes that until puberty, boys and girls are exactly the same in mathematical or scientific achievement.  However, the testosterone that floods the male brain makes boys extremely competitive but also more willing to spend many hours studying alone or working on their computers ([could be beneficial in stalking, tracking, hunting, scouting, and exploration]).  With the teenage girl's flood of estrogen, in contrast, a female becomes a lot more interested in social bonding and her emotional life, and as a consequence is unlikely to sit for hours alone pondering mathematical puzzles or battling to top the class.  Even as adults women are compelled by their brain chemistry to want to communicate and connect, and this favors them less for the sort of solitary work often required by mathematical, scientific, or engineering careers.  Brizendine's theory in a nutshell: It is not lack of aptitude that makes women stay out of these fields, but brain-driven attitudes to the work involved.
     Yet Brizendine says, "Biology powerfully affects, but does not lock in our reality."
     [...]
     ‘The Female Brain,’, by Louann Brizendine (2006), New York: Morgan Road,
     (50 Psychology Classics: who we are, how we think, what we do; insight and inspiration from 50 key books, by Tom Butler-Bowdon, © 2007, MJF books, pp.52-57)
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  Johari Window (named after, and developed by, Joe Luft and Harry Ingram)

  [[blindspot]]
           blindspot: not known to self, might or might not be known to others 
            or
           the aspects that others see but we are not aware of.

  Johari window

       https://en.wikipedia.org/wiki/Johari_window
           The philosopher Charles Handy calls this concept the Johari House with four rooms. Room 1 is the part of ourselves that we see and others see. Room 2 is the aspects that others see but we are not aware of. Room 4 is the most mysterious room in that the unconscious or subconscious part of us is seen by neither ourselves nor others. Room 3 is our private space, which we know but keep from others.
       open or arena:     known to self,     known to others  (Room 1)
           blindspot: not known to self,     known to others  (Room 2)
    Hidden or Façade:     known to self, not known to others  (Room 3)
             unknown: not known to self, not known to others  (Room 4)
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Rumsfeld stated:

    Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns—the ones we don't know we don't know. And if one looks throughout the history of our country and other free countries, it is the latter category that tends to be the difficult ones.[1]


source:
        https://en.wikipedia.org/wiki/There_are_known_knowns
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A tell in poker is a change in a player's behavior or demeanor that is claimed by some to give clues to that player's assessment of their hand. A player gains an advantage if they observe and understand the meaning of another player's tell, particularly if the tell is unconscious and reliable. Sometimes a player may fake a tell, hoping to induce their opponents to make poor judgments in response to the false tell. More often, people try to avoid giving out a tell, by maintaining a poker face regardless of how strong or weak their hand is.

A tell is a body movement or some form of facial expression that can give more experienced poker players, who are closely watching you, an idea of whether you do in fact have a very strong Poker hand or are trying to bluff them with a low valued hand!

source:
        https://en.wikipedia.org/wiki/Tell_(poker)
        https://www.top10pokerwebsites.net/blog/top-10-poker-tells
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In sporting terminology, to telegraph is to unintentionally alert an opponent to one's immediate situation or intentions. The sporting use of the term telegraph draws a direct comparison with the communication device of the same name. "Telegraphing" always refers to a reflexive physical action rather than a protracted or intellectual give-away. For example, a boxer rotating his shoulders to throw a hook would be telegraphing.

While telegraphing is a hazard for any sporting event, it is particularly risky at upper levels of competition where talented players are better able to anticipate and react to telegraphed actions. The ability to suppress telegraphing is often the hallmark of elite athletes.

The term telegraph is arguably used most often in boxing. This will usually take the form of boxers moving their shoulders in a specific manner before throwing a punch. This can also refer to boxers whose overall movement is so slow that it can be anticipated by an opponent.[1]

In martial arts that utilise legs as well as arms for striking, telegraphing often involves hip movements used to shift bodyweight. Wing chun is one martial art that attempts to avoid this pitfall by using uncommitted techniques.

source:
        https://en.wikipedia.org/wiki/Telegraphing_(sports)
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A microexpression is a facial expression that only lasts for a short moment. It is the innate result of a voluntary and an involuntary emotional response occurring simultaneously and conflicting with one another, and occurs when the amygdala (the emotion center of the brain[dubious – discuss]) responds appropriately to the stimuli that the individual experiences and the individual wishes to conceal this specific emotion. This results in the individual very briefly displaying their true emotions followed by a false emotional reaction.[1]

Human emotions are an unconscious biopsychosocial reaction that derives from the amygdala and they typically last 0.5–4.0 seconds,[1] although a microexpression will typically last less than 1/2 of a second.[2] Unlike regular facial expressions it is either very difficult or virtually impossible to hide microexpression reactions. Microexpressions cannot be controlled as they happen in a fraction of a second, but it is possible to capture someone's expressions with a high speed camera and replay them at much slower speeds.[3] Microexpressions express the seven universal emotions: disgust, anger, fear, sadness, happiness, contempt, and surprise. Nevertheless, in the 1990s, Paul Ekman expanded his list of emotions, including a range of positive and negative emotions not all of which are encoded in facial muscles. These emotions are amusement, embarrassment, anxiety, guilt, pride, relief, contentment, pleasure, and shame.[4][5]

source:
        https://en.wikipedia.org/wiki/Microexpression
 <---------------------------------------------------------------------------->

A great man who knows everything about this topic warns everybody to be sure you really want to learn this, because once you learn it you cannot unlearn it, says Dr. Paul Ekman.

I also have a couple of warnings:
  (1) Don't read people and tell people what you're seeing in them. People hate it- and you become instantly creepy;
  (2) Be careful, if all of a sudden you are looking at everything more clearly you can become super sensitive. This can be very dangerous to yourself and all of your relationships. Recognize if at least 70% of our communication is not the words that are used- all of a sudden you could be seeing 3 times more information it can be scary- so chill out a little.

Starting to Learn: With a little investment of money and many hours of study you to will see the world differently.

Step 1:

Get a good body language book. I can recommend this book because it covers all the bases.

Step 2:

Practice, Practice, Practice. I find airports and sandwich shops (on weekday lunches) are the best places to read people. There always a electic mix of people- sometimes they are there for business, other times it is catching up with friends. Do it at least once a week, if not more. Go to parties and different events to expose yourself to different reads, notice the differences. Learn.

Step 3:

Get advanced micro expression training at Humintell. Get certified in microexpressions, then do it until you get a perfect score. There is no sense learning to recognize what is going on but getting it wrong. Once your perfect, keep up your skills to maintain your score by going back every so often.

Step 4:

Get yourself a good pair of dark or mirrored sunglasses because when you are outside you do not want to be caught starring at someone, and then stare at everyone. Think Secret Service.

Step 5:

The best book on lying I have come across for the non professional is this one. Memorize it. Read and skim it every so often. If you know and understand the concepts presented in this book, it is like you’ve been working as a police detective for 20+ years.

Step 6:

Get Subtle Expression Recognition Training at Humintell. This training examines how the core emotions can be shown on only part of the face. They occur when an emotion is first beginning. They also occur when someone is trying to suppress any sign of how they are feeling. Recognizing true feelings is important to the craft.

Step 7:

Detecting Deception Through Statement Analysis

People's words betray their true thoughts, and they will provide you with more information than they realize. This book will show you what to look for in verbal and written statements to determine if they are telling the truth. If you are a fan of "Lie to Me" the stuff in this book is their secret weapon that they never explain the science of, but use in every episode.

Step 8:

More books. These I can recommend because they are really interesting. Sure they will cover some of the concepts you already learned from the first body language book, but they have something to add, and it becomes a refresher now that you have some experience under your belt.


source:
        https://web.archive.org/web/20130528045728/http://www.spyingforlying.com/2010/03/dr-david-matsumoto-how-to-tell-lie-with.html
 <---------------------------------------------------------------------------->

source:
        https://leb.fbi.gov/articles/featured-articles/reading-people-behavioral-anomalies-and-investigative-interviewing
 <---------------------------------------------------------------------------->

1. To hide their lies people try to show their good side and feeds and their truthfulness. We need to ignore their truthful behaviour do that it is not processed. Ignoring it will help us manage bias, make decisions about persons veracity and filter extra information making deception spotting easy.

2. FAILURE TO ANSWER. If you ask someone a question and he doesn’t give you what you ask for, there’s a reason for that. One possible reason is that the facts aren’t on his side, and he’s trying to figure out how to deal with that. Now, should you immediately conclude that the person is lying because he didn’t give you what you asked for? Absolutely not. Always remember the cluster rule—we need more than just that single behavior. After all, there could be other explanations. Have you ever spoken with someone who just can’t seem to get to the point? Or the person might not have understood the question, or thought he heard a different question.

3. DENIAL PROBLEMS. Closely related to the failure to answer is the absence of an explicit denial of something in your question that involves an act of wrongdoing, or has consequences associated with it.

4. Nonspecific denial. If the “no” statement is delivered in a way that’s more of a general focus than a specific expression of denial of the matter at hand (“I didn’t do anything,” “I would never do something like that”), that’s also significant. It’s subtle, but if a person says he didn’t do anything, psychologically he’s letting himself off the hook so he doesn’t have to tell the bald-faced lie, “I didn’t do it.” It’s a nuance that’s easily missed by an untrained ear.
• Isolated delivery of denial. If in response to a question about wrongdoing, a person gives you a “no” response, but buries it in a long-winded answer, that’s important. If the percentage of the answer that relates to the denial is relatively small, that’s a bad thing. Consider it a deceptive indicator.

5. REPEATING THE QUESTION. Why might a deceptive person repeat a question? We think of it as buying time, and ultimately that’s the goal. But what’s happening, according to behavioral psychologists, is he’s probably trying to fill in what would otherwise appear to be a very awkward moment of silence. Silence in response to a question is almost universally perceived as deceptive. So rather than just sit there in stone silence with a blank look on his face, he’ll repeat the question to give himself time to think. What’s interesting about this is that while it might take only two to three seconds to repeat the question, let’s do the math. If a person thinks ten times faster than he speaks, he’s just bought himself twenty to thirty seconds’ worth of what he hopes will be good response material. As always, it’s important to remember the cluster rule here. There are perfectly legitimate reasons to repeat a question—perhaps the person didn’t hear it, or wants to ensure he understands it. And sometimes, it’s just a habit.

6.
NONANSWER STATEMENTS. The psychology behind nonanswer statements is much the same as that associated with repeating the question—avoiding that awkward silence and buying time to figure out how to respond. These are things that people say that don’t provide what you ask for: “That’s a good question,” or “I’m glad you asked that.” Sometimes, these can provide you with useful information. We often hear the nonanswer statement, “I knew you were going to ask me that.” Why is that statement made in response to this particular question? Without realizing it, the person may be cluing us in on what he’s thinking or worried about.
NONANSWER STATEMENTS

“That’s a good question.”

“I’m glad you asked that.”

“I knew you were going to ask me that.”


7. INCONSISTENT STATEMENTS. “It is not without good reason said, that he who has not good memory should never take upon him the trade of lying.” So said Michel Eyquem de Montaigne, who well knew that keeping your story straight when the truth isn’t your ally is a formidable task. When a person makes a statement about an issue of interest to you, and subsequently makes a statement that’s not consistent with what she said previously, and she doesn’t explain why the story has changed, that is significant.

8. GOING INTO ATTACK MODE. Being backed into a corner by the facts of a situation can put a lot of strain on a deceptive person, and can compel him to go on the attack. This might take the form of an attempt to impeach your credibility or competence, with questions like, “How long have you been doing this job?” or “Do you know anything about our organization?” or “Why are you wasting my time with this stuff?” What he’s trying to do is to get you to back off, to start questioning yourself on whether you’re going down the right path. Kids will often give this a shot when confronted by their parents. Questions like, “Why do you always pick on me?” and “Why don’t you trust me?” fall into this category.

9. INAPPROPRIATE QUESTIONS. Some schools of thought suggest that answering a question with a question is deceptive, but we would say that’s not necessarily the case. What concerns us is when we ask a question, and the response is a question that doesn’t directly relate to the question we asked.

10. OVERLY SPECIFIC ANSWERS. Deceptive people might be overly specific in two ways, and they’re almost polar opposites. One way is they will answer a question too technically, or too narrowly. When Phil ran the internal affairs operation within the CIA, he required all of his investigators to ask employees being interviewed, “What do you do here at the Agency? What’s your job?” Obviously, the investigators wouldn’t have gone into the interview without knowing that. The purpose was something of a test. We found that truthful people tended to respond succinctly with a job title: “I’m a case officer,” or “I’m an analyst.” Deceptive people tended to provide a job description, offering specific information intended to manage the investigator’s perception of them. What’s interesting is that everything they said was the truth. But the purpose was to create that halo effect.

11. INAPPROPRIATE LEVEL OF POLITENESS. We’re certainly not at all suspicious of someone who’s just a nice person. But if, in response to a question, a person suddenly increases the level of nicety, that’s significant. Perhaps the person says, “Yes, ma’am” in that particular response, but at no other time in the interview. Or a compliment might be injected during the response: “That’s a great tie, by the way.” The idea here is that the more we like someone, the more we’re inclined to believe him and to shy away from confrontation. The person is using politeness as a means of promoting his likability.

12. INAPPROPRIATE LEVEL OF CONCERN. If the facts are not a person’s ally, he’s put into a hole from which he needs to try to extricate himself. A person in this position doesn’t have much going for him, so he might resort to a strategy of attempting to diminish the importance of the issue. Typically, he’ll focus on either the issue or the process, and try to equalize the exchange by doing the questioning: “Why is this such a big deal?” or “Why is everybody worried about that?” The person might even attempt to joke about the issue, which can be especially inappropriate.

13. PROCESS OR PROCEDURAL COMPLAINTS. Sometimes, a person won’t necessarily go on the attack, but will still attempt to play offense rather than defense by taking issue with the proceedings. Questions like “Why are you asking me?” or “How long is this going to take?” fall into this category. They may be a delaying tactic, similar to repeating the question or making nonanswer statements, or they may be an attempt at deflection in the hope of steering the proceedings down a different path.

14. INVOKING RELIGION. When a person brings God into the equation, he’s engaging in an extreme form of what psychologists call “dressing up the lie,” and it can be very effective. After all, what do you have in your briefcase that tops God? So, you need to recognize responses that include such phrases as “I swear to God” or “As God is my witness” for what they may well be: an attempt to dress up a lie in its Sunday best before presenting it to you.

15. QUALIFIERS. There are two types of qualifiers that are potential deceptive indicators: exclusion qualifiers and perception qualifiers. Exclusion qualifiers enable people who want to withhold certain information to answer your question truthfully without releasing that information. Examples of qualifiers of this type include “basically,” “for the most part,” “fundamentally,” “probably,” and “most often.” Perception qualifiers are used to enhance credibility: “frankly,” “to be perfectly honest,” and “candidly” are examples. Keep in mind that we all have speech habits and patterns that can account for the presence of these qualifiers, so again, remember the cluster rule. Also, we don’t count each qualifier as a separate indicator. Consider the use of multiple qualifiers in response to a question as one indicator. There can be a lot of them in a single response.

16. BEHAVIORAL PAUSE OR DELAY. You ask a person a question and you initially get nothing. After a delay, he begins to respond. How long does a delay have to be before it’s meaningful, before you would consider it a deceptive indicator? Well, it depends.

Try this exercise on a friend: Ask her the question, “On this date seven years ago, what were you doing that day?” The person will invariably pause before responding, because it’s not a question that naturally evokes an immediately response—the person has to think about it, and likely still won’t be able to offer a meaningful response. Now ask her, “On this date seven years ago, did you rob a gas station?” If your friend pauses before responding, you probably need to choose your friends more carefully. Much more likely, there will be no pause—your friend will immediately respond, “No!” or “Of course not!” It’s a simple exercise, but it drives home the point that the delay needs to be considered in the context of whether it’s appropriate for the question. A second variable is whether the delay is appropriate for the person. In the course of an interview, for example, a pattern will naturally develop that gives you a sense of how much time elapses before the person responds to your questions. If we see something that falls outside of that established pattern, then we have a concern.

17. VERBAL/NONVERBAL DISCONNECT. Our brains are wired in a way that causes our verbal and nonverbal behaviors to naturally match up. So when there’s a disconnect, we consider that a potential deceptive indicator.

A common verbal/nonverbal disconnect to watch out for occurs when a person nods affirmatively while saying, “No,” or turns his head from side to side while saying, “Yes.” As an exercise, if you were to perform that mismatch in response to a question, you’d find that you really have to force yourself through the motion. Yet, a deceptive person will potentially do it without even thinking about it.

There are a couple of caveats associated with this particular indicator. First, this indicator is only applicable in a narrative response, not in a one-word or short-phrase response. Consider, for example, that a person’s head might make a sharp nodding motion when he says “No!” That’s not a disconnect; it’s simple emphasis. Second, it’s important to keep in mind that in some cultures, a nodding motion doesn’t mean “yes,” and a side-to-side head motion doesn’t mean “no.” So, you need to ensure you’re familiar with the cultural patterns of the person who’s being questioned.

18. HIDING THE MOUTH OR EYES. A deceptive person will often hide her mouth or eyes when she’s being untruthful. There is a natural tendency to want to cover over a lie, so if a person’s hand goes in front of her mouth while she’s responding to a question, that’s significant. Similarly, there’s a natural inclination to shield oneself from the reaction of those who are being lied to. If a person shields her eyes while she’s responding to a question, what she might well be indicating, on a subconscious level, is that she can’t bear to see the reaction to the whopper she’s telling. This shielding may be accomplished with a hand, or the person might even close her eyes. We’re not referring to blinking here, but if a person closes her eyes while responding to a question that does not require reflection to answer, we consider that a means of hiding the eyes, and a likely deceptive indicator.

19. THROAT-CLEARING OR SWALLOWING. If a person clears his throat or performs a significant swallow prior to answering the question, that’s a potential problem. If he does it after he answers, that doesn’t bother us. But if he does it before he answers, a couple of things might be happening. He might be doing the nonverbal equivalent of the verbal “I swear to God . . .”—dressing up the lie in its Sunday best before presenting it to us. Or physiologically, the question might have created a spike in anxiety, which can cause discomfort or dryness in the mouth and throat.

20. HAND-TO-FACE ACTIVITY. While you’re in L-squared mode, be on the lookout for anything a person does with his face or in the head region in response to your question. This often takes the form of biting or licking the lips, or pulling on the lips or ears. The reason goes back to simple high school science. You’ve asked a question, and the question creates a spike in anxiety because a truthful response would be incriminating. That, in turn, triggers the autonomic nervous system to go to work to dissipate the anxiety. One of the ways it does that is by kicking in the fight-or-flight response. The person’s body is rerouting circulation to his vital organs and major muscle groups so he can run faster, jump higher, fight harder in response to the threat. Where does that blood come from? It comes from blood-rich regions of the body that can temporarily do with a diminished supply of blood—typically, the surfaces of the face, the ears, and the extremities. When the blood rushes away from those regions, it irritates the capillaries, which can create a sensation of cold or itchiness. Without the person even realizing it, his hands are drawn to those areas, or there’s a wringing or rubbing of the hands. Boom!—you’ve spotted a deceptive indicator.

21. ANCHOR-POINT MOVEMENT. Beyond these physiological reactions, the body also dissipates this anxiety through other forms of physical activity, most notably “anchor-point” movements.

A person’s anchor points are those parts of his body that anchor him in a particular spot or position. If a person is standing, his primary anchor points are his feet. His secondary anchor points might be his arms if they’re folded in front of him, or they might be his hands if he’s standing with his hands on his hips or in his pockets. We’re not worried about his posture; we’re only looking at those anchor points.

If a person is sitting in a chair, his primary anchor points would be his buttocks, his back, and his feet. We always consider both feet as anchor points, even if he has his legs crossed and one foot is in the air. In fact, if everything else is locked down, that foot in the air might be the most likely anchor point to move as the body works to dissipate anxiety, because it’s the point of least resistance. Secondary anchor points might be an elbow on the arm of the chair, or hands resting in the lap. Bear in mind that we do not consider each anchor-point movement as a separate deceptive indicator. So, if there is anchor point movement in response to your question, regardless of how many anchor points move, count that as just one deceptive behavior.

([ not a deceptive behavior, but as an indicator of discomfort, or a shift in something that is happening in their mental operation, that seems to unconsciously (or consciously) show itself in the body language (as movement, stillness, or a break in their pattern); the body language movement is especially clear when the person - you are speaking with - would sit one way, and then literally shift in their chair after hearing you said ...blah blah blah..., and then shift or move before responding or saying ...something... back; the important thing to notice is a break (a change) in the body language stillness, movement, or pattern; I would recommend watching publicly available interview on youtube.com with the sound off, and simply read the body language; in the beginning you might not get anything; if you do this enough, and if the interview is not heavily edited (not live to tape), at some stage, you would be able to read the body language; reading body language is one of those thing that is learned by doing; as a source for body language reading homework exercise, if they have multiple cameras, good camera work, and all others, watch the panel talk on any subject with the sound off; body language reading exercise is educationally effective for those learning to do it, when your reading material (also refer to as the people you are watching) are not aware that they are being watch; because it is a natural human reaction to not wanting to be under observation ... ])

It’s worth mentioning here that when we interview someone, the last place we would want the interviewee to sit is in a straight-back chair with four legs. We want the person in a chair that has wheels, that rocks and swivels, that might even have moveable arm rests. That type of chair becomes a behavioral amplifier, magnifying those anchor-point movements and making them particularly easy to spot.

22. GROOMING GESTURES. Another way that some people may dissipate anxiety is through physical activity in the form of grooming oneself or the immediate surroundings. Let’s get a sense of what this looks like.
In a more typical setting, when responding to a question, a deceptive man might adjust his tie or shirt cuffs, or maybe his glasses. An untruthful woman might move a few strands of hair behind her ear, or straighten her skirt. We’re also concerned with sweat management. That a person might be sweating doesn’t bother us, but if he takes out his handkerchief (or, perhaps more likely, a hand sans kerchief) and wipes the sweat off his brow when responding to a question, that’s significant.

Tidying up the surroundings is another form of grooming gesture. You ask a question, and suddenly the phone isn’t turned the right way, the glass of water is too close, or the pencil isn’t in the right place. Like anchor-point movements, count all of these grooming gestures that come within the response to a single question as a single deceptive indicator.

23. A particular question that often causes revealing unintended messages to surface is one we call the “Punishment Question.” You ask the suspect, “What do you think should happen to the person who did this?”

This question has been routinely asked in interviews of suspects since at least the 1970s, and it’s probably the least understood and most misused question employed by law enforcement officers today. If you are interviewing the guilty party, you are, in effect, asking the person to sentence himself. The theory is that the guilty party will, naturally, suggest a relatively light punishment. On the other hand, the theory goes, the response of a person who is innocent will likely reflect a stiffer punishment, and an especially harsh one for heinous crimes.

The problem with this theory is that it’s easy for some to see through the thrust of the question, so deceptive people respond with what they presume we expect to hear from a truthful, innocent person. Not uncommonly, they respond with a harsh punishment—something like “He should be locked up for life.”

Analyzing a response to the Punishment Question requires caution. We are completely unfazed by a response that advocates strong punishment, because it’s a response that’s equally likely to come from truthful and deceptive people. On the other hand, our experience has demonstrated that if a suspect’s response reflects an abnormally lenient punishment, that raises a red flag that suggests we’re dealing with a deceptive person. Let’s examine what this looks like in actual cases.

24. PRESENT A CLEAR STIMULUS:
Remember, the model is only as good as the questions you ask in the course of employing it. Since the behavior you’re analyzing is the direct result of a stimulus—your question—it follows that your presentation of the stimulus is critical to the accuracy and usefulness of your analysis. Here are four tips to keep in mind when you formulate your question to ensure that it’s as clear as you can make it:
Keep it short. When possible, keep your question shorter rather than longer. As we noted in chapter 3, the individual you’re questioning is likely thinking ten times faster than you’re speaking. So if you ask a long, drawn-out, rambling question, that can be problematic if his agenda is to try to avoid answering your question or to provide a response that’s misleading.
Keep it simple. Some people try to convey their level of intellect by means of complex sentence structure and highbrow vocabulary. Make sure you don’t fall into that trap—if the person doesn’t fully understand your question, his response is less likely to be behaviorally significant. (less)


source:
        https://www.goodreads.com/book/show/13167156-spy-the-lie
 <---------------------------------------------------------------------------->

oh, as a side note:

Don't you think that it is interesting - in term of a mega social experiment - that China (the mainland China), not the Taiwan (China), was able to enforced a one child policy; that's an unbelieve able amazing demographic social experiment; and yet Henry K. and the Chinese leader came to an arrangement during the Nixon administration and did it; and interestingly, the Chinese is working to reverse this one child policy, because of the demographic cliff China is going to experience [to a greater degree] and experiencing, and they should look to Sweden as a case study, in term of female focus and female oriented policy for increasing the birth rate beyond the one child policy; and do you think China would be able to do the one child policy using Western values and philosophy with a Chinese characteristic, or, do you think they would have greater success using Communist values and philosophy with a Chinese characteristic, with that blend of Chinese business practices thrown in as one of the ingredients of the cooking recipe; I am saying it is an interesting thought experiment and, maybe, in your idle cycle, something you can attend to in your spare time, if you wish ...  

To provide a context, in the United States, at first abortion was NOT legal, and then at a later stage, abortion was legally okay, planned parenthood and all that, and then a few States started to pass laws to restrict and chipped away at abortion - 3A's - access ability, availability, and afford ability, even though it is legal; and then, they said, and this has been reported;
     abortion is legal, except when the mother is beyond certain stage of pregnancy, or abortion is legal, except when the fetus is beyond a certain stage of development; who decide this - the court? - is unclear, but what the law does is made it possible for the doctor to be sued if the doctor breaks this legal restriction;
     Russell Ackoff (1919-2009) once said, and you can look for his talk on youtube.com: other necessary condition (the environment); the environment (full), in contrast with environment (free); all explanations now requires an environment; every law is constrained by the environment by which it applies; there is no such things as a universal law; they are all environmentally relative.;  
     what I am saying is that, this is an interesting variation of population control by way of meddling in the people birth rate; a commentary on Big Brother meddling into private citizen affairs; I know there must be more to this that I am completely oblivious to; and I am rather sure that abortion is really about soemthing (something) else; maybe abortion is about men, or a specific group of men; just as September 11, 2001 has some hidden message that I am not aware of, U.S. language and media analysis is needed; all you academics and scholars out there, see if you can get funding on this; sorry; don't do it; because it might put you on their RADAR; really, do NOT go asking to for funding for this type of study;  
 
     I mean, don't you think it is crazy that a bunch of Arabic men from the Middle East got together, took flight training in the United States, and flew one jumbo jet passenger aircraft into the 1 World Trade Center building, and then flew the 2nd jumbo jet passenger aircraft into the 2 World Trade Center building, and then flew a 3rd jumbo jet passenger aircraft into the Pentagon, and then few a 4th jumbo jet passenger aircraft to an unnamed destination, because  "The fourth hijacked plane, United Airlines Flight 93, crashed down in a field in rural Pennsylvania, never reaching its intended target because its crew and passengers fought back against the terrorists." - bing.com; and on that same September day in the year of our Lord 2001, 7 World Trade Center building simply turn into a pile of rubble; did you know that?; that was not reported in the main stream news output (outlet)?; gosh darn it, damn Lucifer, Jesus Christ, may the good Lord strike me dead with her lighting bolt; they must have missed that, right? ; I mean, what's the big deal about 7 World Trade Center building turning into a pile of rubble when 1 World Trade Center building and 2 World Trade Center building turn into rubble; I mean the jumbo jet passenger aircraft can not turn steel reinforced concrete buildings into two piles of rubble; no, they can not; yet, it happened anyway; I'll be a monkey's uncle; that is crazy, right? ; that is a crazy world that we are living in, right? ; doesn't it feels like, it is more like a movie production than real life; I mean come on; this is not The Matrix; why would a bunch of sane and rational or irrational Middle Eastern chicken-eating Arabs do this? ; what is their beef? ; really, I want to know; why are you guys doing this? ; 
      it would be just as crazy if the political leadership of a country would go through the decision-making process and planning to setup a bunch [of] Islamic Arabic men (patsy) to fly four jumbo jet passengers aircrafts into two buildings, the pentagon, and an empty field, so that the Western power like the U.S. can invade a foreign land and gain an undisputed control over the 2nd largest known and proven oil & gas reserve on the planet, right?; yeah, that would be crazy, right?; I mean it would stretched the imagination, right, to imagine aircraft being used as attack vectors; unless, you were a 2nd world war veterans, serving in the Pacific theatre on one of those boats that got Kamikaze by suicide flying Japanese Zero aircraft in the closing stages of the Pacific campaign; yeah, no one would or could imagine such an event; world war II is such a long time ago; hindsight is 20/20; 
   ____________________________________
Ed Catmull with Amy Wallace, creativity, inc., 2014                         [ ]

p.177
   The problem is, the phrase is dead wrong. Hindsight is not 20-20. Not even close. Our view of the past, in fact, is hardly clearer than our view of the future. While we know more about a past event than a future one, our understanding of the factors that shaped it is severely limited. Not only that, because we THINK we see what happened clearly--hindsight being 20-20 and all--we often aren't open to knowing more.  ...[...]...  The past should be our teacher, not our master.

p.178
We build our story--our model of the past--as best we can. We may seek our other people's memories and examine our own limited records to come up with a better model. Even then, it is still only a model--not reality.

    (creativity, inc. : overcoming the unseen forces that stand in the way of true inspiration / Ed Catmull with Amy Wallace., 1. creativity ability in business2. corporate culture, 3. organizational effectiveness, 4. pixar (firm), © 2014 by Edwin Catmull, 658.4071 Catmull, p.177, p.178)
   ____________________________________
     I mean even in [the] wildest imagination, when the Wright brothers first successfully flew that heavier than air flying machine in hope of a world peace and to prevent any future war from happening, because no sane military command would go to war without the element of surprise, and having a flying machine would make it nearly impossible to move or mobilized any army of reasonable size to start a war [without being detected], the Wright brothers was hoping to end all form of future wars; and would they have imagine if they could that their very invention of a flying machine that is heavier than air would lead to all these crazy events; mutatis mutandis (the necessary changes in details, such as names and places, will be made but everything else will remain the same.), who could have imagine, when in France 1769, Nicolas-Joseph Cugnot (1725-1804) built the first working prototype of a Steam-driven self-propelled carriage, then later, in Scotland 1832-1839, Robert Anderson built the Electric carriage, then in Germany 1885-86, Karl Friedrich Benz (1844-1929) built the first Automobile powered by the internal combusion engine, then about the same time also in Germany 1886, Gottlieb Wilhelm Daimler (1834-1900) and Wilhelm Maybach (1846-1929) build the first Gasoline four wheel, four stroke engine, who could have imagine that these inventions and the Ford Model-T production system would one day lead to The Oklahoma City bombing on the Alfred P. Murrah Federal Building, 200 N. 5th Street in Downtown Oklahoma City, Oklahoma, United States, on April 19, 1995; with the Goddesses as my witness, I would be surprise if the Wright Brothers, Nicolas-Joseph Cugnot, Robert Anderson, Karl Friedrich Benz, Gottlieb Wilhelm Daimler, Wilhelm Maybach, or Henry Ford imagine any [of] the things that would transpire from their heavier than air flying machine and, self-propelled horseless carriage; sorry, I didn't mean to drift off course that far; my compass or North Star went screwy for a bit; back to my ... whatever ...   
 
     because let us supposed that a human mother is a business, or, an industry, like the financial industry, so we are saying that abortion is legal; to make the analogy appropriate, we would say, that making money is legal, having profit is legal, return on investment is legal, the gigantical enormously unequal distribution of income - compensation - between personnels at the top of the organization and the bottom of the organization is legal, so on and so forth; 
     as a side note to the side note, do you know the test for personhood?; have you ever hold open the door for someone who is carrying a lot packages, pushing a baby carriage, or an elderly person?; can you open such a door for a corporation? ; if you can, then a corporation has a personhood, if you can not, then a corporation is a corporation; credit to the writers of Newsroom (American TV series);  see quick citation to follow, or you can skip it;  
       4:49
      Olivia Munn in 'Newsroom' ; Season 1 , Ep. 2
     https://www.youtube.com/watch?v=j6ycC_LAl1c
     https://www.youtube.com/watch?v=j6ycC_LAl1c
    https://youtu.be/j6ycC_LAl1c?t=20
    https://youtu.be/j6ycC_LAl1c?t=20
   pesman5
   Published on Jul 4, 2012
  “what's the difference between a corporation and a person? 
   Have you ever held the door open for someone?  Yes. 
   Did you ask them for money first?  No. 
   That's the difference.”  
     abortion is legal, analogically, all these other business practices are legal; okay; now, we are going put on some restriction on abortion; analogically, we are going to place some restrictions in business practices; and as part of that restriction, we will take away some beneficial tax loopholes that is currently in practice in many financial businesses, as one example; so just to be clear, there is some beneficial tax loopholes, and those beneficial tax loopholes that was once legal, is now, restricted, just like abortion is restricted, analogically; as part of that restriction on business practices, we will tax or, impose a fee on certain type of day-to-day transaction in business operation, as another example; by the way, this is no different (difference) from the different taxes or fees you pay every time you filled up your car - transport - with gasoline; you know right, that the price of gasoline that you pay at the pump is not the actual production cost of gasoline; a good portion of it (the price) is added on in taxes and fees; never mind the pollution, CO2, greenhouse gas, and all those other externalities for the moment; so in the same way taxes and fees are added to the price of gasoline, taxes and fees MUST be added to the day-to-day transaction in the operation of the financial industry; clearly, the financial corporations can afford to pay this modest fees; [did not the Fed, the Treasury Department, and the US Congress recently bailout the financial industry in 2008 from a difficult jamm?; unfortunately, there was no string  attached to that give away; no string at all; the civil servants running the government and the people who are elected to make decision about the country debt burden need to moderate the deficits; the financial industry should NOT oppose this modest fee, and hinder its passage]; let me say, this modest proposal would not in anyway disadvantaged American financial industry on the Global stage; as a matter-of-fact, it might encourage other country (nations) to do the same; after all, it is not like they are mothers or farmers;  
     just like the way abortion is restriction (restricted) by the law in some of the States; that is it; sorry for the abrupt ending; I have no idea why I type all that; beyond the fact that it is an interesting thought experiment and, that the thought experiment is much much better communicated by way of the written language communication than say, the rhetorical oral communication; I think it is better; I am not so sure now;
     if you are still there, I give thanks to you;
     Namaste _/|\_ I bow in reverence, in honor, and submission to that secret and sacred place (ば)(バ(ba)) within you where the Universe resides and, when you are in that place (ば)(バ(ba)) within you and, I am in that place within me, then There is ONE ... 

 <---------------------------------------------------------------------------->

Michael Pillsbury, The hundred-year marathon : China's secret strategy to replace America as the global superpower, 2015

p.134
The fictional year was 2030, and the officer who spoke for the secretary of defense was on a team playing a war game at the Naval War College in Newport, Rhode Island.  For more than seven decades [70 years], many similar strategy games had been conducted in this room.  Some concerned peacetime competitions testing diplomatic prowness.  Others simulated military invasions, naval blockades, and war on a global scale.  It was in this room, now ...., that the Japanese attack on Pearl Harbor was first foretold ── and then ignored.

   (Michael Pillsbury, The hundred-year marathon, The hundred-year marathon : China's secret strategy to replace America as the global superpower / Michael Pillsbury., 1. strategic planning ── china., 2. china ── history. 3. national security ── china., 4. china ── politics and government., 5. china ── foreign relations., 6. united states ── foreign relations ── china., 7. china ── foreign relations ── united states., JZ134.P55  2014, 327.1'12095──dc23, 2015, )
  <---------------------------------------------------------------------------->

https://slate.com/human-interest/2013/11/u-s-in-world-war-ii-how-the-navy-broke-japanese-codes-before-midway.html

  <---------------------------------------------------------------------------->

 okay, I am going to add the following to see if by mentioning that there are currently five living former POTUS: Jimmy Carter, Bill Clinton, George Bush, Barack Obama, and Donald Trump, the all reading, interpreting, and seeing machine algorithm would flag this post.  
     You might ask, what about Joe Biden.  
     That's a very [good] question.  I am delighted that you ask the question.
     Joe Biden is The POTUS, not former POTUS.  
     Joe Biden has an unusual qualification of being a former VPOTUS, before becoming The POTUS.
 
That's all folks.

Friday, May 14, 2021

Garbage Can Model of Organizational Choice

 A Garbage Can Model of Organizational Choice
   Michael D. Cohen; James G. March; and Johan P. Olsen
   Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25
   March 1972
   Administrative Science Quarterly  is currently published by Johnson Graduate School of Management, Cornell university.
Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, March 1972

   (Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972  )
   ____________________________________
Cohen, March, Olsen
   •  “Although it maybe convenient to imagine that choice opportunities
      lead first to the generation of decision alternatives, then to a
      examination of their consequences, then to an evaluation of those
      consequences in terms of objectives, and finally to a decision, this
      type of model is often a poor description of what actually happens.”,
      p.2, Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage
      Can Model of Organizational Choice’, Administrative Science Quarterly,
      Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972

p.2
Although it maybe convenient to imagine that choice opportunities lead first to
   (λ) the generation of decision alternatives,
        then to
   (μ) an examination of their consequences,
        then to
   (ν) an evaluation of those consequences
        in terms of objectives, and finally to
   (ξ) a decision,
        this type of model is often a poor description of what actually happens.

   •  “Despite the dictum that you cannot find the answer until you have
      formulated the question well, you often do not know what the
      question is in organizational problem solving [OPS] until you know
      the answer.”, p.3, Michael D. Cohen; James G. March; and Johan P.
      Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative
      Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972

   •  “..., one can view a choice opportunity as a garbage can into which
      various kinds of problems and solutions are dumped by participants
      as they are generated.  
       The mix of garbage in a single can depends on the
        (ο) mix of cans available, on
        (π) the labels attached to the alternative cans, on
        (ρ) what garbage is currently being produced, and on
        (σ) the speed with which garbage is collected and
        (τ) removed from the scene.”,
      p.2, Michael D. Cohen; James G. March; and  Johan P. Olsen,
      ‘A Garbage Can Model of Organizational Choice’, Administrative
      Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972d

   •  “Problems are worked upon in the context of some choice, but choices
      are made only when the shifting combinations of problems, solutions,
      and decision makers happen to make action possible.”, p.16, Michael D.
      Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of
      Organizational Choice’, Administrative Science Quarterly,
      Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972  

Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, March 1972

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

p.2
THE BASIC IDEAS
   Decision opportunities are fundamentally ambiguous stimuli. This theme runs through several recent studies of organizational choice.2
   2  We have based the model heavily on seven recent studies of universities:  Christensen (1971), Cohen and March (1972), Enderud (1971), Moode (1971), Olsen (1970, 1971), and Rommetveit (1971).  The ideas, however, have a broader parentage.  In particular, they obviously owe a debt to Allison (1969), Coleman (1957), Cyert and March (1963), Lindblom (1965), Long (1958), March and Simon (1958), Schilling (1968), Thompson (1967), and Vickers (1965).

p.2
From this point of view, an organization is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work.

p.2
   To understand processes within organizations, one can view a choice opportunity as a garbage can into which various kinds of problems and solutions are dumped by participants as they are generated.  The mix of garbage in a single can depends on the mix of cans available, on the labels attached to the alternative cans, on what garbage is currently being produced, and on the speed with which garbage is collected and removed from the scene.

   •  “..., one can view a choice opportunity as a garbage can into which
      various kinds of problems and solutions are dumped by participants
      as they are generated.  The mix of garbage in a single can depends
      on the mix of cans available, on the labels attached to the
      alternative cans, on what garbage is currently being produced, and
      on the speed with which garbage is collected and removed from the
      scene.”, p.2, Michael D. Cohen; James G. March; and Johan P. Olsen,
      ‘A Garbage Can Model of Organizational Choice’, Administrative
      Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

p.2
   Such a theory of organizational decision making must concern itself with a relatively complicated interplay among the generation of problems in an organization, the deployment of personnel, the production of solutions, and the opportunities for choice.

p.2
Although it maybe convenient to imagine that choice opportunities lead first to the generation of decision alternatives, then to an examination of their consequences, then to an evaluation of those consequences in terms of objectives, and finally to a decision of what actually happens.

p.2
Although it maybe convenient to imagine that choice opportunities lead first to 
   (λ) the generation of decision alternatives,
        then to
   (μ) an examination of their consequences,
        then to
   (ν) an evaluation of those consequences
        in terms of objectives, and finally to
   (ξ) a decision,
        this type of model is often a poor description of what actually happens.

   •  “Although it maybe convenient to imagine that choice opportunities
      lead first to the generation of decision alternatives, then to a
      examination of their consequences, then to an evaluation of those
      consequences in terms of objectives, and finally to a decision, this
      type of model is often a poor description of what actually happens.”,
      p.2, Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage
      Can Model of Organizational Choice’, Administrative Science Quarterly,
      Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972

pp.2-3
In the garbage can model, on the other hand, a decision is an outcome or interpretation of several relatively independent streams within an organization.
   Attention is limited here to interrelations among four such streams

   Problems.  Problems are the concern of the people inside and outside the organization.  They might arise over issues of lifestyles; family; frustrations of work; careers; group relations within the organization; distribution of status, jobs, and money; ideology; or current crises of mankind as interpreted by the mass media or the nextdoor neighbor.  All of these require attention.

   Solutions.  A solution is somebody's product.  A computer is not just a solution to a problem in payroll management, discovered when needed.  It is an answer actively looking for a question.  The creation of need is not a curiousity of the market in consumer products; it is a general phenomenon of processes of choice.  Despite the dictum that you cannot find the answer until you have formulated the question well, you often do not know what the question is in organizational problem solving until you know the answer.

   •  “Despite the dictum that you cannot find the answer until you have
      formulated the question well, you often do not know what the
      question is in organizational problem solving [OPS] until you know
      the answer.”, p.3, Michael D. Cohen; James G. March; and Johan P.
      Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative
      Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972
      ([ iterative problem-solving technique:  the iterative cycle     ])
      ([  could be minutes (25-minutes), hours (2-hours), days, weeks, ])
      ([  months, years (59-years), centuries (inter-generational);    ])
      ([  how fast and how slow you can evolutionary iterate depends   ])
      ([  on the kind of bundle you come up with, that might lead to   ])
      ([  the next questions, that could provide the insight to the    ])
      ([  next stage of the iterative process; whether you come up     ])
      ([  answer or not depends on the ‘Garbage Can Model of           ])
      ([  Organizational Choice’                                       ])

   Participants.  Participants come and go.  Since every entrance is an exit somewhere else, the distribution of “entrances” depends on the attributes of the choice being left as much as it does on the attributes of the new choice.  Substantial variation in participation stems from other demands on the participants' time (rather than from features of the decision under study).  

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated.  

p.3
Attention will be concentrated here on examining the consequences of different rates and patterns of flows in each of the streams and different procedures for relating them.

p.8
   By resolution.  Some choices resolve problems after some period of working on them.  The length of time may vary, depending on the number of problems.  This is the familiar case that is implicit in most discussions of choice within organizations.

p.8
   By oversight.  If a choice is activated when problems are attached to other choices and if there is energy available to make the new choice quickly, it will be made without any attention to existing problems and with a minimum of time and energy.

p.8
   By flight.  In some cases choices are associated with problems (unsuccessfully) for some time until a choice more attractive to the problems comes along.  The problems leave the choice, and thus it is now possible to make the decision. The decision resolves no problems; they having now attached themselves to a new choice.

p.8
   Some choices involve both flight and resolution──some problems leave, the remainder are solved.

p.10
The system, in effect, produces a queue of problems in terms of their importance, to the disadvantage of late-arriving, relatively unimportant problems, and particularly so when load is heavy.

pp.10-11
   Seventh (7th), important choices are less likely to resolve problems than unimportant choices.  Important choices are made by oversight and flight.  Unimportant choices are made by resolution.

p.11
This property of important choices in a garbage can decision process can be naturally and directly related to the phenomenon in complex organizations of important choices which often appear to just happen.

p.11
   Eighth (8th), although a large proportion of the choice are made, the choice failures that do occur are concentrated among the most important and least important choices.  Choices of intermediate importance are virtually always made.  

p.11
   In a broad sense, these features of the process provide some clues to how organizations survive when they do not know what they are doing.  Much of the process violates standard notions of how decisions ought to be made.

p.11
When objectives are charged to discover some alternative decision procedures which permit them to proceed without doing extraordinary violence to the domains of participants or to their model of what an organization should be.  It is a hard charge, to which the process described is a partial response.

pp.11-12
A choice that might, under some circumstances, be made with little effort becomes an arena for many problems.  The choice becomes almost impossible to make, until the problems drift off to another arena.  The matching of problems, choices, and decision makers is partly controlled by attributes of content, relevance, and competence; but it is also quite sensitive to attributes of timing, the particular combinations of current garbage cans, and the overall load on the system.

p.16
The garbage can process is one in which problems, solutions, and participants move from one choice opportunity to another in such a way that the nature of the choice, the time it takes, and the problem it solves all depend on a relatively complicated intermeshing of elements. These include the mix of choices available at any one time, the mix of problems that have access to the organization, the mix of solutions looking for problems, and the outside demands on the decision makers.

p.16
The garbage can process is one in which
   (θ) problems,
   (ι) solutions, and
   (κ) participants
  move from one choice opportunity to another in such a way that
      (α) the nature of the choice,
      (β) the time it takes, and
      (γ) the problem it solves all depend on a relatively
     complicated intermeshing of elements. These include
         (δ) the mix of choices available at any one time,
         (ε) the mix of problems that have access to the organization,
         (ζ) the mix of solutions looking for problems, and
         (η) the outside demands on the decision makers.

   Problems.  Problems are the concern of the people inside and outside the organization.  They might arise over issues of lifestyles; family; frustrations of work; careers; group relations within the organization; distribution of status, jobs, and money; ideology; or current crises of mankind as interpreted by the mass media or the nextdoor neighbor.  All of these require attention., p.3   

   Solutions.  A solution is somebody's product.  A computer is not just a solution to a problem in payroll management, discovered when needed.  It is an answer actively looking for a question.  The creation of need is not a curiousity of the market in consumer products; it is a general phenomenon of processes of choice.  Despite the dictum that you cannot find the answer until you have formulated the question well, you often do not know what the question is in organizational problem solving until you know the answer., p.3   

   Participants.  Participants come and go.  Since every entrance is an exit somewhere else, the distribution of “entrances” depends on the attributes of the choice being left as much as it does on the attributes of the new choice.  Substantial variation in participation stems from other demands on the participants' time (rather than from features of the decision under study)., p.3

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated.  

p.16
   A major feature of the garbage can process is the partial uncoupling of problems and choices.
p.16
Although decision making is thought of as a process for solving problems, that is often not what happens.
p.16
Problems are worked upon in the context of some choice, but choices are made only when the shifting combinations of problems, solutions, and decision makers happen to make action possible.  Quite commonly this is after problems have left a given choice arena or before they have discovered it (decisions by flight or oversight).

   •  “Problems are worked upon in the context of some choice, but choices
      are made only when the shifting combinations of problems, solutions,
      and decision makers happen to make action possible.”, p.16, Michael D.
      Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of
      Organizational Choice’, Administrative Science Quarterly,
      Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972  

   By flight.  In some cases choices are associated with problems (unsuccessfully) for some time until a choice more attractive to the problems comes along.  The problems leave the choice, and thus it is now possible to make the decision. The decision resolves no problems; they having now attached themselves to a new choice., p.8  

   By oversight.  If a choice is activated when problems are attached to other choices and if there is energy available to make the new choice quickly, it will be made without any attention to existing problems and with a minimum of time and energy., p.8  

   By resolution.  Some choices resolve problems after some period of working on them.  The length of time may vary, depending on the number of problems.  This is the familiar case that is implicit in most discussions of choice within organizations., p.8  

p.16
The garbage can model is a first step toward seeing the systematic interrelatedness of organizational phenomena which are familiar, even common, but which have previously been regarded as isolated and pathological.
p.16
Measured against a conventional normative mode of rational choice, the garbage can process does appear pathological, but such standards are not really appropriate.
p.16
The process occurs precisely when the preconditions of more normal rational models are not met.

p.16
   It is clear that the garbage can process does not resolve problem well.
p.16
But it does enable choices to be made and problems resolved, even when the organization is plagued with goal ambiguity and conflict, with poorly understood problems that wander in and out of the system, with a variable environment, and with decision makers who may have other things on their minds.

pp.16-17
   There is a large class of significant situations in which the preconditions of the garbage can process cannot be eliminated.  In some, such as pure research, or the family, they should not be eliminated.

   (Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972  )
 <-------------------------------------------------------------------------->
Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, March 1972

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

p.2
THE BASIC IDEAS
   Decision opportunities are fundamentally ambiguous stimuli. This theme runs through several recent studies of organizational choice.2
   2  We have based the model heavily on seven recent studies of universities:  Christensen (1971), Cohen and March (1972), Enderud (1971), Moode (1971), Olsen (1970, 1971), and Rommetveit (1971).  The ideas, however, have a broader parentage.  In particular, they obviously owe a debt to Allison (1969), Coleman (1957), Cyert and March (1963), Lindblom (1965), Long (1958), March and Simon (1958), Schilling (1968), Thompson (1967), and Vickers (1965).

p.2
From this point of view, an organization is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work.

p.2
   To understand processes within organizations, one can view a choice opportunity as a garbage can into which various kinds of problems and solutions are dumped by participants as they are generated.  The mix of garbage in a single can depends on the mix of cans available, on the labels attached to the alternative cans, on what garbage is currently being produced, and on the speed with which garbage is collected and removed from the scene.

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

p.2
   Such a theory of organizational decision making must concern itself with a relatively complicated interplay among the generation of problems in an organization, the deployment of personnel, the production of solutions, and the opportunities for choice.

p.2
Significant parts of contemporary theories of management introduce mechanisms for control and coordination which assume the existence of well-defined goals and a well-defined technology, as well as substantial participant involvement in the affairs of the organization.  Where goals and technology are hazy and participation is fluid, many of the axioms and standard procedures of management collapse.
p.2
   This article is directed to a behavioral theory of organized anarchy.
p.2
A model for describing decision making within organized anarchies is developed, and the impact of some aspects of organizational structure on the process of choice within such a model is examined.

p.2
Although it maybe convenient to imagine that choice opportunities lead first to the generation of decision alternatives, then to an examination of their consequences, then to an evaluation of those consequences in terms of objectives, and finally to a decision, this type of model is often a poor description of what actually happens.

p.2 
Although it maybe convenient to imagine that choice opportunities lead first to  
   (λ) the generation of decision alternatives,  
       then to  
   (μ) an examination of their consequences,
        then to
   (ν) an evaluation of those consequences
        in terms of objectives, and finally to
   (ξ) a decision,
        this type of model is often a poor description of what actually happens.

   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

pp.2-3
In the garbage can model, on the other hand, a decision is an outcome or interpretation of several relatively independent streams within an organization.
   Attention is limited here to interrelations among four such streams

   Problems.  Problems are the concern of the people inside and outside the organization.  They might arise over issues of lifestyles; family; frustrations of work; careers; group relations within the organization; distribution of status, jobs, and money; ideology; or current crises of mankind as interpreted by the mass media or the nextdoor neighbor.  All of these require attention., p.3  
 
   Solutions.  A solution is somebody's product.  A computer is not just a solution to a problem in payroll management, discovered when needed.  It is an answer actively looking for a question.  The creation of need is not a curiousity of the market in consumer products; it is a general phenomenon of processes of choice.  Despite the dictum that you cannot find the answer until you have formulated the question well, you often do not know what the question is in organizational problem solving until you know the answer., p.3  

   Participants.  Participants come and go.  Since every entrance is an exit somewhere else, the distribution of “entrances” depends on the attributes of the choice being left as much as it does on the attributes of the new choice.  Substantial variation in participation stems from other demands on the participants' time (rather than from features of the decision under study)., p.3   
   Choice opportunities.  These are occasions when an organization is expected to produce behavior that can be called a decision. Opportunities arise regularly and any organization has ways of declaring an occasion for choice.  Contracts must be signed; people hired, promoted, or fired; money spent; and responsibilities allocated., p.3   

p.3
Attention will be concentrated here on examining the consequences of different rates and patterns of flows in each of the streams and different procedures for relating them.

p.8
   By resolution.  Some choices resolve problems after some period of working on them.  The length of time may vary, depending on the number of problems.  This is the familiar case that is implicit in most discussions of choice within organizations.

p.8
   By oversight.  If a choice is activated when problems are attached to other choices and if there is energy available to make the new choice quickly, it will be made without any attention to existing problems and with a minimum of time and energy.

p.8
   By flight.  In some cases choices are associated with problems (unsuccessfully) for some time until a choice more attractive to the problems comes along.  The problems leave the choice, and thus it is now possible to make the decision. The decision resolves no problems; they having now attached themselves to a new choice.   
p.8
   Some choices involve both flight and resolution──some problems leave, the remainder are solved.

p.10
The system, in effect, produces a queue of problems in terms of their importance, to the disadvantage of late-arriving, relatively unimportant problems, and particularly so when load is heavy.

pp.10-11
   Seventh (7th), important choices are less likely to resolve problems than unimportant choices.  Important choices are made by oversight and flight.  Unimportant choices are made by resolution. ([ because important choices would  required difficult implementation program or application of complicated solution, and would required complex interaction with the customers, the clients, or the end-users, important choices are less likely to resolve problems ; by definition, important choices are addressing the type of problems that are chronic or enduring, highly difficult to resolve successfully to the participating stakeholders (political), and might involved changing the underlying structure of the foundation and the fundamental re-arrangement to relationship within the tribe (power relation and redistribution). ])  

p.11
This property of important choices in a garbage can decision process can be naturally and directly related to the phenomenon in complex organizations of important choices which often appear to just happen.

p.11
   Eighth (8th), although a large proportion of the choice are made, the choice failures that do occur are concentrated among the most important and least important choices.  Choices of intermediate importance are virtually always made.  

p.11
   In a broad sense, these features of the process provide some clues to how organizations survive when they do not know what they are doing.  Much of the process violates standard notions of how decisions ought to be made.

p.11
When objectives are charged to discover some alternative decision procedures which permit them to proceed without doing extraordinary violence to the domains of participants or to their model of what an organization should be.  It is a hard charge, to which the process described is a partial response.

pp.11-12
A choice that might, under some circumstances, be made with little effort becomes an arena for many problems.  The choice becomes almost impossible to make, until the problems drift off to another arena.  The matching of problems, choices, and decision makers is partly controlled by attributes of content, relevance, and competence; but it is also quite sensitive to attributes of timing, the particular combinations of current garbage cans, and the overall load on the system.

p.16
The garbage can process is one in which problems, solutions, and participants move from one choice opportunity to another in such a way that the nature of the choice, the time it takes, and the problem it solves all depend on a relatively complicated intermeshing of elements. These include the mix of choices available at any one time, the mix of problems that have access to the organization, the mix of solutions looking for problems, and the outside demands on the decision makers.

p.16
The garbage can process is one in which
   (θ) problems,
   (ι) solutions, and
   (κ) participants
  move from one choice opportunity to another in such a way that
      (α) the nature of the choice,
      (β) the time it takes, and
      (γ) the problem it solves all depend on a relatively
     complicated intermeshing of elements. These include
         (δ) the mix of choices available at any one time,
         (ε) the mix of problems that have access to the organization,
         (ζ) the mix of solutions looking for problems, and
         (η) the outside demands on the decision makers.

   Problems.  Problems are the concern of the people inside and outside the organization.  They might arise over issues of lifestyles; family; frustrations of work; careers; group relations within the organization; distribution of status, jobs, and money; ideology; or current crises of mankind as interpreted by the mass media or the nextdoor neighbor.  All of these require attention., p.3   

   Solutions.  A solution is somebody's product.  A computer is not just a solution to a problem in payroll management, discovered when needed.  It is an answer actively looking for a question.  The creation of need is not a curiousity of the market in consumer products; it is a general phenomenon of processes of choice.  Despite the dictum that you cannot find the answer until you have formulated the question well, you often do not know what the question is in organizational problem solving until you know the answer., p.3   

   Participants.  Participants come and go.  Since every entrance is an exit somewhere else, the distribution of “entrances” depends on the attributes of the choice being left as much as it does on the attributes of the new choice.  Substantial variation in participation stems from other demands on the participants' time (rather than from features of the decision under study)., p.3    
p.16
   A major feature of the garbage can process is the partial uncoupling of problems and choices.
p.16
Although decision making is thought of as a process for solving problems, that is often not what happens.
p.16
Problems are worked upon in the context of some choice, but choices are made only when the shifting combinations of problems, solutions, and decision makers happen to make action possible.  Quite commonly this is after problems have left a given choice arena or before they have discovered it (decisions by flight or oversight).

p.8
   By flight.  In some cases choices are associated with problems (unsuccessfully) for some time until a choice more attractive to the problems comes along.  The problems leave the choice, and thus it is now possible to make the decision. The decision resolves no problems; they having now attached themselves to a new choice., p.8  

p.8
   By oversight.  If a choice is activated when problems are attached to other choices and if there is energy available to make the new choice quickly, it will be made without any attention to existing problems and with a minimum of time and energy., p.8  

p.8
   By resolution.  Some choices resolve problems after some period of working on them.  The length of time may vary, depending on the number of problems.  This is the familiar case that is implicit in most discussions of choice within organizations., p.8  

p.16
The garbage can model is a first step toward seeing the systematic interrelatedness of organizational phenomena which are familiar, even common, but which have previously been regarded as isolated and pathological.
p.16
Measured against a conventional normative mode of rational choice, the garbage can process does appear pathological, but such standards are not really appropriate.
p.16
The process occurs precisely when the preconditions of more normal rational models are not met.

p.16
   It is clear that the garbage can process does not resolve problem well.
p.16
But it does enable choices to be made and problems resolved, even when the organization is plagued with goal ambiguity and conflict, with poorly understood problems that wander in and out of the system, with a variable environment, and with decision makers who may have other things on their minds.

pp.16-17
   There is a large class of significant situations in which the preconditions of the garbage can process cannot be eliminated.  In some, such as pure research, or the family, they should not be eliminated.

   (Michael D. Cohen; James G. March; and Johan P. Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp.1-25, March 1972  )
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