Category: Psychology

P&G CEO Defended Using Harsh Criticism of Workers

Deirdre McCloskey frequently says we should use more “sweet talk.” Edwin Artzt defended using harsh talk. Is there room for both?

(p. A8) Edwin Artzt, who expanded Procter & Gamble Co.’s global reach in the 1980s and then, as chief executive officer in the early 1990s, rattled the company’s managers with cost-cutting drives and harsh criticism of their work, died at the age of 92, the Cincinnati-based company said.

As CEO from 1990 until 1995, Mr. Artzt was known for berating managers and using words including “stupid” and “imbecilic” to describe some of their proposals, as recounted in “Soap Opera: The Inside Story of Procter & Gamble,” a 1993 book by Alecia Swasy, a former Wall Street Journal reporter. He didn’t sugarcoat his desire to eliminate weak brands and underperforming employees.

Mr. Artzt, who died on April 6, was sometimes called “The Prince of Darkness.” Some colleagues said the nickname reflected a hot temper. He said it came from his habit of working late.

“I certainly don’t want to have a short trigger with people and not give them a chance,” he told The Wall Street Journal in 1991. “But sure I’ve cleared out deadwood. Probably some of it was still breathing when it was cleared out.”

Two years later, he said: “Terrifying people is not my intention…People come to me years later and say, ‘Remember that meeting 10 years ago? You laid it on me, but I sure remember that lesson.’”

For the full obituary, see:

James R. Hagerty. “P&G CEO’s Harsh Talk Rattled a Bureaucracy.” The Wall Street Journal (Saturday, April 15, 2023): A10.

(Note: the online version of the obituary was updated April 12, 2023, and has the title “Edwin L. Artzt, P&G CEO Known for His Tough Talk, Dies at 92.”)

The book on Proctor & Gamble mentioned above is:

Swasy, Alecia. Soap Opera: The Inside Story of Proctor & Gamble. New York: Crown Publishing, 1993.

Bridge Man’s Courageous Protest Against Xi Kept Hope Alive

(p. B1) A protester unfurled two banners on a highway overpass in central Beijing on Oct. 13, [2022] denouncing Xi Jinping as a “despotic traitor.” China’s censors went to great lengths to scrub the internet of any reference to the act of dissent, prohibiting all discussion and shutting down many offending social media accounts.

The slogans didn’t go away. Instead, they caught on inside and outside China, online and offline.

Encouraged by the Beijing protester’s extremely rare display of courage, young Chinese are using creative ways to spread the banners’ anti-Xi messages. They graffitied the slogans in public toilets in China. They used Apple’s AirDrop feature to send photos of the messages to fellow passengers’ iPhones in subway cars. They posted the slogans on university campuses all over the world. They organized chat groups to bond and shouted “Remove Xi Jinping” in front of Chinese embassies. This all happened while the Communist Party was convening an all-important congress in Beijing and putting forth an image of a country singularly united behind a great leader.

The aftermath of the Beijing protest “made me feel, for the first time, hopeful,” said an organizer of an Instagram account known as Citizens Daily CN, which posts photo submissions of sightings of anti-Xi messages.

. . .

(p. B4) For Kathy, a Chinese student in London, political apathy . . . is what upsets her the most.

. . .

When she saw photos of the protest in Beijing, she was awed by the “Bridge Man’s” courage, too. Then she started seeing people posting sightings of anti-Xi slogans in many parts of the world.

She started to cry and couldn’t stop for hours, she said.

As the photos of the protest posters kept coming in, she felt she saw a little light in the darkness. She’s not alone anymore.

“I thought to myself that there are many Chinese who also want freedom and democracy,” she said. “But where are you? Where can I find you? If we meet on the street, how can we recognize each other?”

For the full commentary, see:

Li Yuan. “A Brash, Lonely Protest in Beijing Surfaces an Undercurrent of Dissent.” The New York Times (Tuesday, October 25, 2022): B1 & B4.

(Note: ellipses, and bracketed year, added.)

(Note: the online version of the commentary has the date Oct. 24, 2022, and has the title “A Lonely Protest in Beijing Inspires Young Chinese to Find Their Voice.”)

The Most Powerful A.I. Systems Still Do Not Understand, Have No Common Sense, and Cannot Explain Their Decisions

(p. B1) David Ferrucci, who led the team that built IBM’s famed Watson computer, was elated when it beat the best-ever human “Jeopardy!” players in 2011, in a televised triumph for artificial intelligence.

But Dr. Ferrucci understood Watson’s limitations. The system could mine oceans of text, identify word patterns and predict likely answers at lightning speed. Yet the technology had no semblance of understanding, no human-style common sense, no path of reasoning to explain why it reached a decision.

Eleven years later, despite enormous advances, the most powerful A.I. systems still have those limitations.

. . .

(p. B7) The big, so-called deep learning programs have conquered tasks like image and speech recognition, and new versions can even pen speeches, write computer programs and have conversations.

They are also deeply flawed. They can generate biased or toxic screeds against women, minorities and others. Or occasionally stumble on questions that any child could answer. (“Which is heavier, a toaster or a pencil? A pencil is heavier.”)

“The depth of the pattern matching is exceptional, but that’s what it is,” said Kristian Hammond, an A.I. researcher at Northwestern University. “It’s not reasoning.”

Elemental Cognition is trying to address that gap.

. . .

Eventually, Dr. Ferrucci and his team made progress with the technology. In the past few years, they have presented some of their hybrid techniques at conferences and they now have demonstration projects and a couple of initial customers.

. . .

The Elemental Cognition technology is largely an automated system. But that system must be trained. For example, the rules and options for a global airline ticket are spelled out in many pages of documents, which are scanned.

Dr. Ferrucci and his team use machine learning algorithms to convert them into suggested statements in a form a computer can interpret. Those statements can be facts, concepts, rules or relationships: Qantas is an airline, for example. When a person says “go to” a city, that means add a flight to that city. If a traveler adds four more destinations, that adds a certain amount to the cost of the ticket.

In training the round-the-world ticket assistant, an airline expert reviews the computer-generated statements, as a final check. The process eliminates most of the need for hand coding knowledge into a computer, a crippling handicap of the old expert systems.

Dr. Ferrucci concedes that advanced machine learning — the dominant path pursued by the big tech companies and well-funded research centers — may one day overcome its shortcomings. But he is skeptical from an engineering perspective. Those systems, he said, are not made with the goals of transparency and generating rational decisions that can be explained.

“The big question is how do we design the A.I. that we want,” Dr. Ferrucci said. “To do that, I think we need to step out of the machine-learning box.”

For the full story, see:

Steve Lohr. “You Can Lead A.I. to Answers, but Can You Make It Think?” The New York Times (Monday, August 29, 2022): B1 & B7.

(Note: ellipses added.)

(Note: the online version of the story was updated Sept. 8, 2022, and has the title “One Man’s Dream of Fusing A.I. With Common Sense.”)

“You Will Do Your Best Creative Work by Yourself”

(p. A12) The value of gathering to swap loosely formed thoughts is highly suspect, despite being a major reason many companies want workers back in offices.

“You do not get your best ideas out of these freewheeling brainstorming sessions,” says Sheena Iyengar, a professor at Columbia Business School. “You will do your best creative work by yourself.”

Iyengar has compiled academic research on idea generation, including a decade of her own interviews with more than a thousand people, into a book called “Think Bigger.” It concludes that group brainstorming is usually a waste of time.

Pitfalls include blabbermouths with mediocre suggestions and introverts with brilliant ones that they keep to themselves.

. . .

Plenty of people have always bemoaned brainstorming. Longtime Wall Street Journal readers may recall a 2006 “Cubicle Culture” column that skewered the popular practice, and Harvard Business Review published a research-based case against the usefulness of brainstorming in 2015.

. . .

Sometimes leaders bring employees together to create the illusion of wide-open input, says Erika Hall, co-founder of Mule Design Studio, a management consulting firm in San Francisco. In-person brainstorming is part of the back-to-office rationale for many of her clients, and she generally advises the ones that truly want to improve collaboration to first carve out some alone time for their workers.

When Hall needs inspiration, she goes for a run.

“It’s freaky,” she says. “I will go run on a problem, and things will happen in my head that do not happen under any other circumstance.”

Others might find “Aha!” moments in the shower or while listening to music. Leaving breakthroughs to private serendipity can feel, to bosses, like losing control, she acknowledges, but it might be more effective than trying to schedule magic in a conference room.

For the full commentary, see:

Callum Borchers. “ON THE CLOCK; Switch Off Brainstorming If You Want Brighter Ideas.” The Wall Street Journal (Thursday, May 18, 2023): A12.

(Note: ellipses added.)

(Note: the online version of the commentary was updated May 18, 2023, and has the title “ON THE CLOCK; Office Brainstorms Are a Waste of Time.”)

The book by Iyengar mentioned above is:

Iyengar, Sheena. Think Bigger: How to Innovate. New York: Columbia Business School Publishing, 2023.

“Flowers Never Bend, With the Rainfall”

Sometimes when I am in a dark mood I wonder how you keep moving forward when you do not know how much time is left. Some seek an answer in religion. I am more open to a kind of stoicism combined with the other gift of Prometheus: blind hope.

(p. 3) A few months into treatment, I realized that Josh might not make it to the next spring, when we would normally visit my extended family in Greece. I told Dr. Sara that I would like to take my husband to Greece, because he might not get the chance again.

. . .

My diary reminds me that while we were there, I asked Josh what he would do differently in life. “Not get cancer,” he said.

. . .

As for me, I kept hearing the lyrics to a Simon and Garfunkel song in my head: “So, I’ll continue to continue to pretend, my life will never end, and flowers never bend, with the rainfall.” It was my soundtrack.

For the full commentary, see:

Anemona Hartocollis. “My Husband’s Doctor, Onscreen.” The New York Times, SundayStyles Section (Sunday, November 20, 2022): 1-3.

(Note: the online version of the commentary was updated June 20, 2023 [sic], and has the title “Cancer, My Husband’s Doctor, and Catherine Deneuve.”)

For Musk “Hard Core” Means “Long Hours at High Intensity”

(p. A24) Have you ever gotten an email at midnight from the boss with ​an ominous subject line like “a fork in the road”? Granted, email etiquette today says we’re not supposed to get midnight emails from bosses at all. But Elon Musk is no ordinary boss, and it’s safe to assume he didn’t get the memo on empathetic leadership. So, true to form, as chief executive of Twitter, after laying off nearly half of his staff, bringing a sink to work and proclaiming he would be sleeping at the office “until the org is fixed,” Mr. Musk recently issued this late-night ultimatum to his remaining employees: From this point forward, Twitter was going to be “extremely hard core.” Were they ready to be hard core? They could select “yes” — or opt for three months of severance pay.

To Mr. Musk, “hard core” meant “long hours at high intensity,” a workplace where only the most “exceptional performance” would be accepted and a culture in which midnight emails would be just fine. I’d wager that more than a few workaholics, bosses or otherwise, weren’t entirely turned off by the philosophy behind that statement, and yet it immediately conjured images of sweaty Wall Street bankers collapsing at their desks, Silicon Valley wunderkinds sleeping under theirs and the high-intensity, bro-boss cultures of companies like Uber and WeWork, with their accompanying slogans about doing what you love and sleeping when you’re dead.

For the full commentary, see:

Jessica Bennett. “Elon, the Mosh Pit Called. It Wants ‘Hard Core’ Back.” The New York Times (Friday, November 25, 2022): A24.

(Note: the online version of the commentary has the date Nov. 23, 2022, and has the title “The Worst Midnight Email From the Boss, Ever.”)

Some High Performers Find Ways to Avoid Accumulating Microstresses

(p. C5) Have you had days that exhaust you extraordinarily without any particular reason why?

. . .

There’s a common but little-understood reason for that exhaustion. We call it “microstress”—brief, frequent moments of everyday tension that accumulate and impede us even though we don’t register them.

. . .

One study published in the journal Biological Psychology in 2015 found that exposure to social stress within two hours of a meal leads your body to metabolize the food in a way that adds 104 calories on average. “If this happens daily, that’s 11 pounds gained per year,” noted Lisa Feldman Barrett, a psychology professor at Northeastern University and author of “Seven and a Half Lessons About the Brain.”

. . .

In our research, we observed that some of the high performers—a small subset that we came to call the “Ten Percenters”—were much better at coping with microstress than the rest of those we studied, and perhaps than the rest of us, too. What do they do differently?

. . .

. . ., they’re better at removing themselves from interactions that generate microstress in their lives, whether or not they realize the dynamic. Ten Percenters are more likely to shape these interactions by dealing with simmering disagreements head-on or by limiting such contacts.

. . .

Our Ten Percenters were also thoughtful about not creating the kinds of conditions that cause microstress for others. Think about what happens—to both of you—when you push your child too hard on their grades and it comes back in the form of a rebellious attitude. Or the stress you may create as a manager by unnecessarily shifting expectations. Stopping this cycle helps to prevent microstress from boomeranging back on us.

For the full essay, see:

Rob Cross and Karen Dillon. “Combating the ‘Microstress’ That Causes Burnout.” The Wall Street Journal (Saturday, April 22, 2023): C5.

(Note: ellipses added.)

(Note: the online version of the essay has the date April 21, 2023, and has the same title as the print version.)

The essay quoted above is adapted from Cross and Dillon’s book:

Cross, Rob, and Karen Dillon. The Microstress Effect: How Little Things Pile Up and Create Big Problems—and What to Do About It. Boston, MA: Harvard Business Review Press, 2023.

In His Bathysphere Beebe “Maintained a Sense of Childlike Optimism”

(p. 28) Beautifully written and beautifully made, “The Bathysphere Book” is a piece of poetic nonfiction that strives to conjure up the crushing blackness of the midnight zone. Full color, overflowing with stunning illustrations of the uncanny creatures that live beyond the sun, it raises questions of exploration and wonder, of nature and humanity, and lets readers find answers on their own.

. . .

As he slipped deeper and deeper beneath the waves, Beebe bore witness to “a black so black it called his very existence into question,” and saw creatures that could be recorded only by describing them to Else Bostelmann, a painter who worked like a police sketch artist to render animals she would never see in colors like “bittersweet orange, metallic opaline green, orange rufous and orange chrome.”

. . .

. . . he maintained a sense of childlike optimism that pervades the book, cutting through the limitless cold of the sea: “Having traveled the world from the depths of the sea to the highest mountains, tramped through jungles and flown across continents, Beebe was more and more adamant that wonder was not produced by swashbuckling adventures — it was a way of seeing, an attitude toward experience that was always available. At every turn, the world’s marvels were right before our eyes.”

For the full review, see:

W. M. Akers. “Under the Sea.” The New York Times Book Review (Sunday, June 4, 2023): 28-29.

(Note: ellipses added.)

(Note: the online version of the review was updated May 31, 2023, and has the title “Deep-Sea Creatures of Bittersweet Orange and Metallic Opaline Green.”)

The book under review is:

Fox, Brad. The Bathysphere Book: Effects of the Luminous Ocean Depths. New York: Astra Publishing House, 2023.

The “Woke-Mind” Is “Anti-Science, Anti-Merit and Anti-Human”

(p. 9) At various moments in “Elon Musk,” Walter Isaacson’s new biography of the world’s richest person, the author tries to make sense of the billionaire entrepreneur he has shadowed for two years — sitting in on meetings, getting a peek at emails and texts, engaging in “scores of interviews and late-night conversations.” Musk is a mercurial “man-child,” Isaacson writes, who was bullied relentlessly as a kid in South Africa until he grew big enough to beat up his bullies. Musk talks about having Asperger’s, which makes him “bad at picking up social cues.”

. . .

At one point, Isaacson asks why Musk is so offended by anything he deems politically correct, and Musk, as usual, has to dial it up to 11. “Unless the woke-mind virus, which is fundamentally anti-science, anti-merit and anti-human in general, is stopped,” he declares, “civilization will never become multiplanetary.”

. . .

The musician Grimes, the mother of three of Musk’s children (. . .), calls his roiling anger “demon mode” — a mind-set that “causes a lot of chaos.” She also insists that it allows him to get stuff done.

. . .

He is mostly preoccupied with his businesses, where he expects his staff to abide by “the algorithm,” his workplace creed, which commands them to “question every requirement” from a department, including “the legal department” and “the safety department”; and to “delete any part or process” they can. “Comradery is dangerous,” is one of the corollaries. So is this: “The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.”

Still, Musk has accrued enough power to dictate his own rules. In one of the book’s biggest scoops, Isaacson describes Musk secretly instructing his engineers to “turn off” Starlink satellite internet coverage to prevent Ukraine from launching a surprise drone attack on Russian forces in Crimea. (Isaacson has since posted on X that contrary to what he writes in the book, Musk didn’t shut down coverage but denied a request to extend the network’s range.)

. . .

Isaacson believes that Musk wanted to buy Twitter because he had been so bullied as a kid and “now he could own the playground.”  . . .  Owning a playground won’t stop you from getting bullied.

For the full review, see:

Jennifer Szalai. “Self-Driving Czar.” The New York Times Book Review (Sunday, September 24, 2023): 9.

(Note: ellipses added.)

(Note: the online version of the review was updated Sept. 11, 2023, and has the title “Elon Musk Wants to Save Humanity. The Only Problem: People.”)

The book under review is:

Isaacson, Walter. Elon Musk. New York: Simon & Schuster, 2023.

Chinese Communists Detain Entrepreneur Who Exhorted Staff to “Go Forward Boldly”

(p. B1) In mid-January [2023], star Chinese investment banker Fan Bao, architect of the deals that created some of China’s most dominant technology companies, appeared at his bank’s annual party in Beijing.  . . .  He exhorted the hundreds of staffers in attendance to “Go Forward Boldly.”

A few weeks later, he disappeared.

For the past month, the 52-year-old banker—who set out to build the JPMorgan of China and successfully straddled the divide between China and the West—has been held incommunicado in a detention system run by the Communist Party’s anticorruption agency.

. . .

(p. B6) Privately, close associates of Mr. Bao have been dismayed by his detention. China Renaissance Holdings Ltd., the boutique investment bank he founded and ran, is a relatively small firm, making it unusual that it would draw this manner of government scrutiny. Colleagues, business partners, friends and acquaintances of Mr. Bao are worried about his safety and are hoping he will soon resurface publicly. “I feel utterly disillusioned,” said a person close to Mr. Bao.

The jolt to business people’s confidence also comes as anxiety over China’s direction, its curtailing of people’s rights, and the way it managed the Covid-19 pandemic is leading more middle-class and wealthy Chinese citizens to relocate to other countries. Global investors have been rethinking their exposure to the world’s second-largest economy following a selloff over the past two years that was largely caused by Beijing’s regulatory crackdowns and policy decisions.

. . .

Some Chinese entrepreneurs who previously went missing have reappeared quickly. Guo Guangchang, the billionaire chairman of Shanghai-based conglomerate Fosun Group, emerged days after a mysterious detention by authorities in late 2015. He continues to run Fosun and was never charged with any wrongdoing.

Xiao Jianhua, a Chinese financier who ran a conglomerate called the Tomorrow Group, was taken from Hong Kong in 2017 and didn’t reappear for five years. He turned up in a Shanghai court last year to face corruption charges and was sentenced to 13 years in prison.

. . .

Mr. Bao believed China was on the cusp of a new-economy revolution and connected early on with young entrepreneurs who were trying to get their internet-technology startups off the ground.

. . .

Mr. Bao tried to adapt to the new environment, shifting his attention to pursuing deals in industries like semiconductors that remained in Beijing’s good graces.

. . .

Mr. Bao’s last post on Chinese social media WeChat was on Jan. 9 [2023], a few days before the China Renaissance party. He congratulated Fenbi Ltd., a vocational training provider and a portfolio company in his firm’s fund, on its Hong Kong listing. Under his personal status, Mr. Bao had written: “Dream as if u’ll live forever, live as if u’ll die today.”

For the full story, see:

Jing Yang and Rebecca Feng. “China’s M&A Star Vanishing Spurs Alarm.” The Wall Street Journal (Monday, March 20, 2023): B1 & B6.

(Note: ellipses, and bracketed years, added.)

(Note: the online version of the story has the date March 18, 2023, was listed with the title “China’s M&A Star Tells Staff to Be Bold—Then He Disappears,” and had the title “China’s M&A Star Told His Employees to Be Bold—Then He Disappeared” at the top of the story.)

Okinawans Think Ikigai (a Reason for Living) Is Important for Long Life

(p. A11) Ask most people if they want to live to be 100 and the response is likely to be “Sure!” followed by “Wait a sec . . .” Questions suddenly abound: Am I going to be healthy? Am I going to be lonely? Will I be financially stable? Will I have outlived everyone I knew and loved? What author-researcher Dan Buettner set out to demonstrate in “Live to 100: Secrets of the Blue Zones” is that the solutions to those concerns are also the keys to longevity itself.

. . .

What is clear early on is that what Mr. Buettner “discovers” during his visits to Sardinia; Singapore; Okinawa, Japan; Ikaria, Greece; and even Loma Linda, Calif., is largely what we would expect: that much of what helps people live longer isn’t necessarily the purple Japanese sweet potatoes, or going to church every day, or having the limited stress load of a Greek shepherd. It is an Okinawan diet rich in nutrients and fiber, the walking uphill to the Sardinian church, and the community to which one belongs in Loma Linda when one is, for instance, a Seventh Day Adventist who plays pickleball.

. . .

There are many correlating clues to a longer life across the locations in “Live to 100.” Okinawans emphasize the importance of having an ikigai, or reason for living; in Costa Rica the same thing is called one’s plan de vida.

For the full television review, see:

John Anderson. “Netflix’s Lessons in Longevity.” The Wall Street Journal (Wednesday, Aug. 30, 2023): A11.

(Note: ellipses added.)

(Note: the online version of the television review has the date August 29, 2023, and has the title “‘Live to 100: Secrets of the Blue Zones’ Review: Lessons in Longevity.” In the original the word ikigai and the phrase plan de vida are in italics.)

Buettner’s latest book on blue zones is:

Buettner, Dan. The Blue Zones Secrets for Living Longer: Lessons from the Healthiest Places on Earth. Washington, D.C.: National Geographic, 2023.