Wednesday, August 31, 2011

Zimbardo Unbound*


Zimbardo Unbound*
Presented Thursday afternoon, August 25, 2011, in the Stanford University Alumni Center

Philip Zimbardo, Ph.D., is an emeritus professor of psychology at Stanford University. Although he is probably best known as director of the famous (and infamous) 1971 Stanford Prison Experiment and an expert witness in Abu Ghraib prison trials, he has many areas of research in social psychology, and we were about to be introduced to three topics:
·       Creating evil in a lab

·       Exploring time in our lives

·       Inspiring heroism everywhere
Creating Evil in a Lab
Indicating that poverty is the main evil in the world (breeding temptations as well as evil), Zimbardo has always wanted to know about this:

·       Is the line between good and evil fixed and impermeable, so that good people are safe from crossing over to the bad side? Or…
·       Is the line between good and evil permeable, allowing flow across the boundary in both directions, so that good people can turn evil and evil people can become good again?
What makes people go wrong? Can it be prevented? Zimbardo defined the “Lucifer Effect,” saying that God was into conflict resolution. But in addition to creating Heaven, He created Hell as a place to store evil. Zimbardo’s Lucifer Effect is a celebration of the mind’s infinite capacity to make us behave:
·       Kind or cruel

·       Caring or indifferent

·       Creative or destructive
and make us villains or heroes. (Read more at http://www.lucifereffect.com/.)
We understand a definition of evil as an exercise and abuse of power to intentionally harm. However, there’s also an evil of inaction—the bystander effect. The greater the number of bystanders (e.g., to bullying), the less likely people will offer to help. This is demonstrated with a diffusion of responsibility, e.g., with the September 2010 PG&E pipeline explosion in San Bruno and a recent gang rape of a teenaged girl.
Here’s a very dangerous question:
·       Would you electrocute a stranger if Hitler asked you to?
This question demonstrates the issue of authority. “All evil begins with 15 volts.” Role (e.g., teacher vs. student) is important. What happens when you put good people in a bad place? In the 1971 Stanford Prison Experiment, students were asked if they wanted to be prisoners or guards. No one wanted to be a guard. So Zimbardo randomly assigned the roles to 24 normal and healthy students. He arranged for arrests by the Palo Alto Police Department, and students were “locked up” in the basement of the Psychology Building. Guards wore silver-reflecting sunglasses so that they would never make eye contact with the prisoners. Prisoners were assigned humiliating tasks such as cleaning toilet bowls. The abuse they received was increased daily.  Prisoners were subjected to sex games and degradation. Having spun out of control, Zimbardo stopped the experiment after six days. (It was scheduled to run for two weeks but ended after the first kid freaked out.) Read more at http://www.prisonexp.org/.
Government officials said that the 2004 Abu Ghraib Prison scandal was due to a few bad apples. Zimbardo contends (and contended in court) that the soldiers were good but the barrel was bad. He says that the situation corrupted the abusers.  Abuses did not happen on day shifts. He describes the powers of situations and systems:
·       Individual – personal disposition (“bad apples”)

·       Situational – social and physical environment (“bad barrel”)

·       System – organizational influences such as political, economic, cultural, and legal
The Stanford Prison Experiment ended such studies.
The Time Paradox
·       Future Time – Focus on positives

·       Past Time – Focus on negatives

·       Present Time Paradox – Hedonism and fatalism
Zimbardo then talked about the time paradox and how time perspectives govern our lives. Life is temptation. He demonstrated past focus and future focus with a film showing 4-year-olds who were tempted with candy. A child could get one candy now, but if s/he waited until Zimbarbo returned from a quick trip out of the room, s/he would get two candies (actually, marshmallows). This was his colleague’s study (“The Marshmallow Experiment”). With follow up inquiries over the years, the researcher learned that the kids who were willing to wait for the second marshmallow scored 250 points higher on SATs!
Education always makes present-oriented children more future-oriented. Future-oriented people live longer. (Think about it: Future-oriented people schedule annual physicals and dental exams.) On the other hand, a person who is too future-oriented is liable to be a workaholic. Zimbardo adds: “At work, time is the most important thing in the world. At home, it’s the most precious.” Zimbardo worries about this: Twenty years ago, 60% of families had sit-down dinners together. Now, only 20% of families have sit-down dinners together. Read more about Zimbardo’s Time Paradox at http://www.thetimeparadox.com/.
Also visit www.ted.com to see Zimbardo’s presentation on The Time Paradox and a newer aspect of the topic: Why boys and men are failing academically, socially, and sexually. Zimbardo adds: “All addictions are addictions to present hedonism.” And he points that children no longer wear wristwatches because of their being single function devices.
Inspiring Heroism Everywhere
How do we train people to be more future-oriented? Let us inspire more everyday people to become heroes. Dr. Zimbardo is upset that there’s no research on heroism, saying that the word is missing from indices of psychology books.
He endorses shifting social norms like this: FortifyàInspireàCoach. He believes that heroism is teachable, coachable.
What does it take to be a hero? It’s ordinary, everyday people doing extra-ordinary actions. President Obama says, “Stand up, speak out!” Rosa Parks did and the young people in Egypt do demonstrate heroism. The heroic imagination can be put to work, as demonstrated by the Chinese 9-year-old who saved two classmates in an earthquake. (Why did he do his heroic act? Because he was the hall monitor, he said.)
It is time for us to promote moral courage and the concept of heroic imagination. Heroism is the antidote to public indifference.
Evil and heroism have similar components. Classic heroes are solo male warriors or singular adventurers. Zimbardo offers a new conception of heroism, in which anyone can be a hero.
We are invited to participate in HIP in action:
·       Provide funds for research on all aspects of heroism

·       Develop Hero educational curricula; help a child get someone in his family to stop smoking

·       Facilitate public engagement to create HIP communities throughout the world, with interactive exercises

·       Participate in corporate initiatives: creating Cultures of Integrity (he just finished one at Google)
Become a HIPster and read more about the Heroic Imagination Project (HIP) at http://heroicimagination.org/.

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* Title taken from http://www.stanfordalumni.org/news/magazine/2007/mayjun/features/zimbardo.html. It still seems like an appropriate title!


Welcome to the d.school!

The Hasso Plattner Institute of Design (also known as the “D-School” or “d.school”)
Presented Thursday morning, August 25, 2011, in the d.school building (close to the old Geology Corner)

The first speaker was George Kembel, executive director and co-founder of the d.school. Kembel is an entrepreneur and investor turned educator. He states simply: “Design is changing the world.” The d.school is project-based rather than lecture-based and is interdisciplinary--and all d.school classes are oversubscribed. d.school founder David Kelly calls d.school: ”A home for wayward thinkers.” Kelly believed that too many students felt they weren't creative because they couldn't draw.
Hasso Plattner endowed the d.school with funds to start the program and to renovate its building. Plattner was investing in the capacity to innovate, as opposed to investing in the next innovative idea.
Kembel emphasizes that d.school is not a “design school.” (As a matter of fact, Stanford has a history of product design under the School of Mechanical Engineering—a two-year program that's about 50 years old.) He wants students to discover they can be creative in everything they do, from improving drug approval processes to removing the dread of going through airport security. Students will develop new things to make life better. d.school intends to nurture the creative capacity of all of its students.
In addition to not being a design school, d.school is not a school. Period. d.school does not grant degrees. The idea is to marry the school of a student's home degree (e.g., medical school, business school) with creative competency. d.school is like a startup inside Stanford. Classes are listed in home departments and are taught by teams of faculty. A typical d.school class meeting begins with a 10-minute talk. Then students work. Then students talk together about what they are working on. The idea is to learn while making the product.
When you “graduate” from d.school, you get a nice pin. As a couple might be encouraged to “go forth and multiply” at a wedding, d.school “grads” are encouraged to go forth and innovate.
The second speaker was Rich Crandall, a veteran of Teach for America in Oakland and director of d.school’s K-12 Lab. Stated a different way, Crandall’s d.school focus is transforming education, where he has numerous partners and projects including the Kill Gas Project, the Food Deserts Project, JetBlue, Facebook, and the Girl Scouts.
Crandall says that d.school faculty members follow their students, rather than vice versa. Whereas traditional thinking is directed thinking, design thinking is emergent thinking. Common d.school vocabulary words include “empathize,” “define,” “ideate,” “prototype,” and “test.” Common d.school phrases include “human-centered,” “bias toward action,” “radical collaboration,” “culture of prototyping,” “show don't tell,” and “mindful of process.” Empathy provides confidence that one is working on a meaningful problem.
Much to the surprise of attendees, Crandall then introduced our project for the day: What can we do to improve the car maintenance experience? Attendees immediately offered these solutions:
·       Provide a meaningful explanation of check engine light.

·       Get a referral for a mechanic from a friend.
·       Have the repair shop provide doughnuts.
We then viewed a film that featured John, a mechanic, and Erica, a truck owner (and d.school student). These things are important to Erica when she visits a garage: to feel empowered, to trust her mechanic, to learn, to be independent, to appear knowledgeable, and as a mechanical engineering major, she suspects that she could understand some of her truck’s symptoms and solutions. These things are important to John: to be trusted, to tackle a challenging problem. The film also showed d.school students brainstorming the problem of getting kids to eat vegetables. The students had fun, showed no judgment of others’ ideas, and they moved around trying out different solutions.
Now it was time for the Class of ’59 to work on the car maintenance experience. Here were the rules:
·       Defer judgment

·       Go for volume

·       One conversation at a time

·       Be visual

·       Develop a headline

·       Build on the ideas of others

·       Stay on topic

·       Encourage wild ideas
and Crandall introduced the “word at a time proverb” [below].
Attendees were then divided into teams of seven and set free in a big lab. Each team was charged with developing a product for either Erica the truck owner or John the mechanic. Teams started with word at a time proverbs: one member offers a word and then the next person offers a different word. When the string of words makes sense as a sentence, everyone claps. The person who provided the last word offers the first word for the next string. We developed several strings of words before setting to work on solutions for either Erica or John.
A team brainstormed the problem, listing challenges or frustrations experienced by Erica or John on a white board. From the list of challenges, the team thought up a product or two that might provide a solution. Then team members got to select items from big plastic bins—items such as pieces of construction paper, pipe cleaners, Styrofoam blocks, and masking tape—with which to build a solution. For example, one team had to design a solution for Erica. They believed that if Erica could watch the work being done on her truck on her computer, she would feel empowered and more confident about the work being done. So the team got a big square block of Styrofoam, attaching a piece of construction paper to one side (to act as the screen) and a smaller piece of construction paper in front of the block—to serve as a keyboard.
The session ended with a spokesperson for each team providing a one-minute show and tell of the team’s product.
The upshot of the d.school experience was that most of us would sign up for a d.school class were we still Stanford students. What fun they have. And the d.school produces many useful products, including a cartoon-type film that is used to prepare a child for an MRI. Another d.school product is a very low cost incubator that is now being used in isolated 3rd world villages that have very high infant mortality rates. Be sure to visit the d.school website.

Did you miss the Class of '59 Meeting of the Minds? Oh dear.

Ninety members and spouses of the Class of ’59 met on the Stanford campus for four information-packed days (August 25-28, 2011) and vowing to do this again—soon. Thankfully, Meeting of the Minds (MoM) organizers appeared to be willing to produce another one in the future. Wonderful! Maybe they’ll make this an annual event!


The August 2011 MoM included an unstructured check-in and dinner on Wednesday, August 24, and a final breakfast on Sunday, August 28. Paragraphs about the faculty presentations and Thursday evening’s Jeffersonian dinner are or will be summarized in other paragraphs on this blog. Now don’t get the impression that we had time off between faculty presentations. Oh no. Our brains continued to be challenged via Open Space Technology, at which discussion topics are suggested, and attendees select themselves into topic(s) of interest. Everyone participates.

It was startling for women attendees to share dormitory floors (at Lagunita Court) with men! And to not have to sign out for an evening. And to not have to worry about what time they returned to their rooms. And to find out that beds are about five feet of the floor, allowing space underneath for actual university students to store their belongings.

Howard Elkus is credited with planting the seed for the Meeting of the Minds during 50th reunion festivities in October 2009. Gail Aguilar Stypula, Kay Sprinkel Grace, and Gay Hoagland picked up the ball and produced an unforgettable experience for all attendees. Thank you, thank you, committee members!

Tuesday, August 2, 2011

Meeting of the Minds - Bulletin 2

We now have 81 classmates signed up for Meeting of the Minds and we have an exciting program planned. This bulletin has information about the speakers we have lined up.

Meeting of the Minds is all about dialogue, discourse, learning from each other, having the opportunity to interact on a sustained basis. This will be quality time, with speaker sessions followed by "Open Space" conversations among ourselves. There are no predetermined outcomes. The "takeaways" will depend on the energy and participation of each and every one of us.

We'll be hearing from the following speakers or groups during three sessions on Thursday, Friday and Saturday:



We encourage you to explore each one further using links. There are no homework assignments, but feel free to suggest books or articles you are reading, relevant or not.