The Hostilities of Change:  Surprise, Death, and War

Storming of the Bastille

“Ideas that require people to reorganize their picture of the world provoke hostility.”

Science historian James Gleick,
in his bestseller Chaos:  The Making of a New Science,

We looked last time at neuro-cultural resistance to change, and asked what it takes to overcome it.

It takes a paradigm shift — which, according to Merriam-Webster, is “an important change that happens when the usual way of thinking about or doing something is replaced by a new and different way.” Physicist and philosopher Thomas Kuhn coined the term in a work that was itself a paradigm shift in how we view the dynamics of change.

“The Kuhn Cycle is a simple cycle of progress described by Thomas Kuhn in 1962 in his seminal work The Structure of Scientific Revolutions… Kuhn challenged the world’s current conception of science, which was that it was a steady progression of the accumulation of new ideas. In a brilliant series of reviews of past major scientific advances, Kuhn showed this viewpoint was wrong. Science advanced the most by occasional revolutionary explosions of new knowledge, each revolution triggered by introduction of new ways of thought so large they must be called new paradigms. From Kuhn’s work came the popular use of terms like ‘paradigm,’ ‘paradigm shift,’ and ‘paradigm change.’”

Thwink.org

Our cultural point of view determines what we see and don’t see, blinds us to new awareness and perspective. That’s why our visions of a “new normal” are often little more than uninspiring extrapolations of the past.[1] Paradigm shifts offer something more compelling:  they shock our consciousness so much that we never see things the same again; they stun us into abrupt about-faces. Without that, inertia keeps us moving in the direction we’re already going. If we even think of change, cognitive dissonance makes things uncomfortable, and if we go ahead with it anyway, things can get nasty in a hurry.

“People and systems resist change. They change only when forced to or when the change offers a strong advantage. If a person or system is biased toward its present paradigm, then a new paradigm is seen as inferior, even though it may be better. This bias can run so deep that two paradigms are incommensurate. They are incomparable because each side uses their own paradigm’s rules to judge the other paradigm. People talk past each other. Each side can ‘prove’ their paradigm is better.

“Writing in his chapter on The Resolution of Revolutions, Thomas Kuhn states that:

‘If there were but one set of scientific problems, one world within which to work on them, and one set of standards for their solution, paradigm competition might be settled more or less routinely by some process like counting the number of problems solved by each.

‘But in fact these conditions are never met. The proponents of competing paradigms are always at least slightly at cross-purposes. Neither side will grant all the non-empirical assumptions that the other needs in order to make its case.

‘Though each may hope to convert the other to his way of seeing his science and its problems, neither may hope to prove his case. The competition between paradigms is not the sort of battle that can be solved by proofs.’”

Thwink.org

What does it take to detonate a logjam-busting “revolutionary explosion of new knowledge”? Three possibilities:

The Element of Surprise. [2]  We’re not talking “Oh that’s nice!” surprise. We’re talking blinding flash of inspiration surprise — a eureka moment, moment of truth, defining moment — that changes everything forever, in a moment, in the twinkling of an eye. In religious terms, this is St. Paul’s conversion on the Damascus Road or St. Peter’s vision of extending the gospel to the gentiles. In those moments, both men became future makers, not future takers, embodying the view of another scientist and philosopher:

“The best way to predict the future is to create it.”[3]

A New Generation.  Without the element of surprise, paradigm shifts take a long time, if they happen at all.

“A new scientific truth does not triumph by convincing its opponents
and making them see the light, but rather because its opponents eventually die,
and a new generation grows up that is familiar with it.”[4]

In religious terms, that’s why the Exodus generation had to die off in 40 years in the wilderness, leaving a new generation for whom Moses’ new paradigm was the only one they’d ever known.

Violence.  Or, if the new paradigm’s champions can’t wait, they can resort to violence, brutality, persecution, war… the kinds of power-grabbing that have long polluted religion’s proselytizing legacy.

Surprise, death, violence… three ways to bring about a paradigm shift. That’s true in religion, science, or any other cultural institution.

More next time.

[1] Carl Richards, “There’s No Such Thing as the New Normal,” New York Times ( December 20, 2010).

[2] Carl Richards, op. cit.

[3] The quote has been ascribed to a lot of different people, including Peter Drucker and computer scientist Alan Kay. But according to the Quote Investigator, “The earliest evidence appeared in 1963 in the book ‘Inventing the Future’ written by Dennis Gabor who was later awarded a Nobel Prize in Physics for his work in holography.”

[4] Max Planck, founder of quantum theory, in his Scientific Autobiography and Other Papers.

Why Faith Endures

Jesus replied, “No one who puts a hand to the plow and looks back
is fit for service in the kingdom of God.”

Luke 9: 62 NIV

I once told a leader of our campus Christian fellowship about doubts prompted by my religion major classes. “Get your Bible and read Luke 9: 62,” he said. I did, and can still see the hardness on his face when I looked up. Religions venerate those who long endure, honoring their moral steadfastness. My character and commitment were suspect. I declared a new major the following quarter.

Scarlet letterReligions punish doubt and dissidence through peer pressure, public censure, witch hunts, inquisitions, executions, jihads, war, genocide…. The year before, the dining halls had flown into an uproar the day the college newspaper reported that the fellowship had expelled a member for sleeping with her boyfriend.

Religions also have a curious way of tolerating their leaders’ nonconforming behavior — even as the leaders cry witch hunt.[1]

These things happen in all cultural institutions, not just religion. Neuroculture offers an explanation for all of them that emphasizes group dynamics over individual integrity. It goes like this:

  • When enough people believe something, a culture with a shared belief system emerges.
  • Individual doubt about the culture’s belief system introduces “cognitive dissonance” that makes individuals uneasy and threatens cultural cohesiveness.
  • Cohesiveness is essential to the group’s survival — doubt and nonconformity can’t be tolerated.
  • The culture therefore sanctifies belief and stifles doubt.
  • The culture sometimes bends its own rules to preserve its leadership power structure against larger threats.

This Article Won’t Change Your Mind,” The Atlantic (March 2017) illustrates this process:

“The theory of cognitive dissonance—the extreme discomfort of simultaneously holding two thoughts that are in conflict—was developed by the social psychologist Leon Festinger in the 1950s. In a famous study, Festinger and his colleagues embedded themselves with a doomsday prophet named Dorothy Martin and her cult of followers who believed that spacemen called the Guardians were coming to collect them in flying saucers, to save them from a coming flood. Needless to say, no spacemen (and no flood) ever came, but Martin just kept revising her predictions. Sure, the spacemen didn’t show up today, but they were sure to come tomorrow, and so on. The researchers watched with fascination as the believers kept on believing, despite all the evidence that they were wrong.

“‘A man with a conviction is a hard man to change,’ Festinger, Henry Riecken, and Stanley Schacter wrote in When Prophecy Failstheir 1957 book about this study. ‘Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point … Suppose that he is presented with evidence, unequivocal and undeniable evidence, that his belief is wrong: what will happen? The individual will frequently emerge, not only unshaken, but even more convinced of the truth of his beliefs than ever before.’

“This doubling down in the face of conflicting evidence is a way of reducing the discomfort of dissonance, and is part of a set of behaviors known in the psychology literature as ‘motivated reasoning.’ Motivated reasoning is how people convince themselves or remain convinced of what they want to believe—they seek out agreeable information and learn it more easily; and they avoid, ignore, devalue, forget, or argue against information that contradicts their beliefs.

“Though false beliefs are held by individuals, they are in many ways a social phenomenon. Dorothy Martin’s followers held onto their belief that the spacemen were coming … because those beliefs were tethered to a group they belonged to, a group that was deeply important to their lives and their sense of self.

“[A disciple who ignored mounting evidence of sexual abuse by his guru] describes the motivated reasoning that happens in these groups: ‘You’re in a position of defending your choices no matter what information is presented,’ he says, ‘because if you don’t, it means that you lose your membership in this group that’s become so important to you.’ Though cults are an intense example, … people act the same way with regard to their families or other groups that are important to them.”

Why Facts Don’t Change Our Minds,The New Yorker (Feb. 27, 2017) explains why the process seems so perfectly reasonable:

“Humans’ biggest advantage over other species is our ability to coöperate. Coöperation is difficult to establish and almost as difficult to sustain.

“Reason developed not to enable us to solve abstract, logical problems or even to help us draw conclusions from unfamiliar data; rather, it developed to resolve the problems posed by living in collaborative groups.

“‘Reason is an adaptation to the hypersocial niche humans have evolved for themselves,’ [the authors of an seminal study] write. Habits of mind that seem weird or goofy or just plain dumb from an ‘intellectualist’ point of view prove shrewd when seen from a social ‘interactionist’ perspective.”

What does it take for individual dissent or cultural change to prevail in the face of these powerful dynamics? We’ll look at that next time.

[1]  This “bigger bully” theory was remarkably evident when Tony Perkins, leader of the Family Research Council, said evangelicals “kind of gave [Donald Trump] a mulligan” over Stormy Daniels, saying that evangelicals “were tired of being kicked around by Barack Obama and his leftists. And I think they are finally glad that there’s somebody on the playground that’s willing to punch the bully.”

What Iconoclast.blog Is About

icono1

I’ve spent the past ten years writing books, blogs, and articles on technology, jobs, economics, law, personal growth, cultural transformation, psychology, neurology, fitness and health… all sprinkled with futurism. In all those seemingly unrelated topics, I’ve been drawn to a common theme:  change. One lesson stands out:

Beliefs create who we are individually and collectively.
The first step of change is to be aware of them.
The second step is to leave them behind.

Beliefs inform personal and collective identity, establish perspective, explain biases, screen out inconsistent information, attract conforming experience, deflect non-conforming information and experience, and make decisions for us that we only rationalize in hindsight.

Those things are useful:  they tame the wild and advance civilization, help us locate our bewildered selves and draw us into protective communities. We need that to survive and thrive.  But they can be too much of a good thing. They make us willfully blind, show us only what we will see and hide what we won’t. They build our silos, sort us into polarities, close our minds, cut us off from compassion, empathy, and meaningful discourse.

Faced with the prospect of change, beliefs guard status quo against the possibility that something else is possible — which is precisely what we have to believe if we’re after change. Trouble is, to believe just that much threatens all our other beliefs. Which means that, if we want something else,

We need to become iconoclasts.

The Online Etymology Dictionary says that “iconoclast” originally meant “breaker or destroyer of images,” originally referring to religious zealots who vandalized icons in Catholic and Orthodox churches because they were “idols.” Later, the meaning was broadened to “one who attacks orthodox beliefs or cherished institutions.”

Our beliefs are reflected, transmitted, and reinforced in our religious, national, economic, and other cultural institutions. These become our icons, and we cherish them, invest them with great dignity, revere them as divine, respect them as Truth with a capital T, and fear their wrath if we neglect or resist them. We confer otherworldly status on them, treat them as handed down from an untouchable level of reality that supersedes our personal agency and self-efficacy. We devote ourselves to them, grant them unquestioned allegiance, and chastise those who don’t bow to them alongside us.

Doing that, we forget that our icons only exist because they were created out of belief in the first place. In the beginning, we made them up. From there, they evolved with us. To now and then examine, challenge, and reconfigure them and the institutions that sustain them is an act of creative empowerment — one of the highest and most difficult gifts of being human.

Change often begins when that still small voice pipes up and says, “Maybe not. Maybe something else is possible.” We are practiced in ignoring it; to become an iconoclast requires that we listen, and question the icons that warn us not to. From there, thinking back to the word’s origins, I like “challenge” better than “attack.”  I’m not an attacker by nature, I’m an essayist — a reflective, slow thinker who weighs things and tries to make sense of them. I’m especially not a debater or an evangelist — I’m not out to convince or convert anyone, and besides, I lack the quick-thinking mental skill set.

I’m also not an anarchist, libertarian, revolutionary… not even a wannabe Star Wars rebel hero, cool as that sounds. I was old enough in the 60’s to party at the dawning of the Age of Aquarius, but then it failed like all the other botched utopias — exposed as one more bogus roadmap claiming to chart the way back to the Garden.

Sorry, but the Garden has been closed for a long, long time.

garden closed

A friend used to roll his eyes and say, “Some open minds ought to close for business.” Becoming an iconoclast requires enough open-mindedness to suspend status quo long enough to consider that something else is possible. That’s not easy, but it is the essential beginning of change, and it can be done.

Change needs us to be okay with changing our minds.

All the above is what I had in mind when I created Iconoclast.blog. I am aware of its obvious potential for inviting scoffing on a good day, embarrassment and shaming on a worse, and vituperation, viciousness, trolling, and general spam and nastiness on the worst. (Which is why I disabled comments on the blog, and instead set up a Facebook page that offers ample raving opportunity.) Despite those risks, I plan to pick up some cherished icons and wonder out loud what might be possible in their absence. . If you’re inclined to join me, then please click the follow button for email delivery, or follow the blog on Facebook. I would enjoy the company.

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