psychology Archives - Page 2 of 10

Non-profit organisations

We can organise our economy in very different ways, and even as the free market and the idea of capitalism reign, there can be different extents to which goods and services are produced and supplied to the end consumers. The non-profit organisation can serve as a way to coordinate activity that delivers real economic results in the form of goods and services.

I think we have overlooked the ability of such a form of economic organisation to do more for the world. The advantage of a non-profit that it explicitly pursues resources specifically for a cause. It doesn’t mean it will squander resources inefficiently, but the stated purpose of it, is to generate the impact or advance towards the mission. Ironically, some of the more profitable companies in the world can tend to make claims that are similar to non-profit in terms of the contribution it brings to society.

And since non-profits often have to deliver results in exchange for funding, or to unlock pre-committed funding, they will learn to optimise their budget and utilise resources optimised to deliver some of the results or at least provide inputs to the causes they are trying to champion. The funding portion of non-profits may be different but the way it should be ran operationally is probably not so different from a typical company, with the exception it may not be able to use the usual incentives for its staff (in those circles, they sometimes call it a passion tax).

Yet perhaps more forms of organisations should be acting as non-profits. For example, banks should potentially operate without profits, with the key objective of optimising risks in the system while providing access to credit for organisations and people. In fact, I think that all financial institutions, even those providing payment solutions probably should have limitations placed on their profits because ultimately, it is the real economy that they are trying to drive and allowing them to extract too much from the real economy can hinder the more fundamental process of capital allocation – which is what we are already seeing. Everyone needs to contribute to the real economy and finance in particular, has become the tail wagging the dog, in name of the pursuit of profit. That is a shame.

Character development in sports

Continuing my series of musings about the nexus of sports and life. Something more important than winning in the sports arena is that your character is being built. How do you measure the extent of character development? What am I thinking about exactly? And why does it matter?

You can’t measure character. It doesn’t mean it is not important but you just cannot measure it. In the film Les Choristes, the Maths teacher, Mr Mattieu, formed a choir believing it would help reform the badly behaving boys. And it did! But how do you measure it? What changed? Maybe the school grades, maybe the noisyness of the classroom, perhaps even their sense of aspirations. In sports, the players’ performance can be seen in their behaviour on the pitch or courts, as well as their scores, but perhaps also in their lives, the way they treat the people around the sport, and so on. Even how they treat their competitors and how they talk about them. Max Maeder, the Singaporean kite-foiling Olympic medalist, impressed everyone by giving kudos to his competitors after finishing third in his final race when asked to comment on the race.

So that’s what I’m thinking about. There’s something unmeasurable that we can achieve in sports and sporting culture. Are we going to invest into that as a nation? Do we care enough about our people’s lives and their mental fortitude, resilience in face of struggles, competition, and need to perform? Those are precisely what sports offers us an opportunity to train and build up. And so investing in sports is not just about shiny stadiums, sport science degree programmes but also providing athletes with sport psychologists, equipping athletes with the science involved in training, practice, self-care and so on.

An excerpt from Roger Federer’s commencement speech for the graduating class of 2024 at Darthmouth this summer:

In tennis, perfection is impossible… In the 1,526 singles matches I played in my career, I won almost 80% of those matches… Now, I have a question for all of you… what percentage of the POINTS do you think I won in those matches?

Only 54%.

In other words, even top-ranked tennis players win barely more than half of the points they play.

When you lose every second point, on average, you learn not to dwell on every shot.

He could be considered perhaps the most long-running, persistently successful individual athlete of our times, and the lessons he can draw from his experience are timeless. If we could have more of such models and examples to train, motivate, and encourage our next generation of Singaporeans – for their lives not just in sports but other aspects, won’t it be great?

Judging yourself

For some reason, despite not being particularly sporty or athletic, I’ve had the benefit of knowing good athletes and learning a lot from them about psychology, personal development, and mindsets. While not being involved in the sporting scene, I’ve come to recognise the many ways our attitudes or behaviours during sports can mirror some other aspects of our lives.

One of them shared a really good practice introduced by her coach in Australia. After each training, he would get the athletes to go down the line to describe how they thought they performed for the training and why. And he’d listen to them, and then tell them whether they are judging themselves accurately regarding the performance and reasons provided. Often, people could judge their own performance correctly, but they come up with the wrong explanation, which means they are not going to correct it properly. And the coach would then offer his thoughts. Compared to Asian coaches who typically just drops his feedback directly, this Australian coach was challenging because he required his athletes to develop their judgment of themselves.

I thought this practice is great because over time, the athletes are building up a stronger ability to judge their own performance and pinpoint why. That creates a strong ability to coach oneself and also develop the right approach towards improvement. Many aspects of sports is about psychology and even getting oneself to put in the effort to practice can be something psychological. By coaching this way, athletes can come to see sports as more than just about performance but learning about oneself and one’s body even more intimately.

This is important. In Asian societies, especially with strong examination cultures, we never learn to judge or discern our own performance in things nor develop that independent sense about our abilities. This is a shame because once you’re at work, you will need to form judgment about the quality of your own work before you make submissions, you’ll have to determine if coworkers are doing what you need them to do, and of course, you’ll need to do so on many different dimensions including the social performance aspect of things. We strengthen our mental resilience and fortitude when we can judge ourselves more objectively.

Paying for outcomes

As a consultant, we sometimes encounter clients who only want to pay for the outcome but not the inputs or the efforts. It is probably true that a client takes on the cost of the work and all of the risks when they are just paying someone for the efforts, but they do also get most if not all of the upside pertaining from the subsequent business success. Of course, the consultants get a track record or credential but that’s probably a win-win situation, not something you’d expect the consultant to be paying the client for.

But paying for effort, monitoring it and managing the risk continuously can sometimes be the only way to achieve success, rather than striking an agreement with someone whom you would only pay for success. You see, outcomes are often not a function of incentives, they are a function of effort, timing, chance and many things outside the agent’s control. By paying for success, you might not even be optimising the effort for success.

And that brings me to the payouts for Olympic medalists. A gold medalist for Singapore gets a payout of a million SGD, whereas an Australian gets a payout of $20k AUD, which is about $17.5k SGD at current market exchange rates. The point isn’t about whether that is a lot or little; and in any case, the Singapore government might say there are so many Aussie gold medalists that it would not be worthwhile paying them too much. The point is that Australia probably already spend a lot more money upfront in terms of public infrastructure for sports, supporting local sport teams, supporting talented coaches, and promoting a culture of sportsmanship. The ‘outcome’ of Olympic success is already ‘bought’ when they make those investments.

On the contrary, Singapore still thinks that sporting excellence and investing in sports is out of a desire to win. I think that’s a shame, because there are so many other great outcomes that comes from a strong sports culture. And I think the many years of ‘investing’ into Olympics thus far had been out of that desire to ‘buy outcomes’, which is probably why we are offering such a big payouts to the Olympic medalists for Singapore. It allows us not to spend taxpayers money if we don’t get the medal – but at what costs to our sporting culture?

If we are prepared to secure a gold medal, why not take 90% of that million dollars and spend it on something like paying coaches better so they can focus on coaching a one or two teams rather than two handfuls? And why not alter the education system so that civic values are also taught through sporting interactions? There are so many possibilities only if we are willing to put our minds to it, and think about the effort we want to pay for, rather than trying to buy an outcome.

Persuasion vs argument

I was having coffee with a friend yesterday, and the conversation went on about having disagreements at the workplace, particularly when there are also some kind of philosophical clashes.

I reminded her that too often, we try to get others to do what we suggest by being right, by arguing for why it is the right way, or how our proposed approach would be the best. Or why the alternative proposed is ‘wrong’ or suboptimal. The merits of the approaches in and of themselves can make for endless arguments. Because that exercise on resolving disagreements become one about tossing perspectives and viewpoints around.

There are a few key ingredients needed for resolution of such matters:

Some deadline for making the decision
Aligning expectations that the particular discussion outcome needs to be a decision and not just a plan to discuss more of it
Set aside time to argue for the other side; when you are forced to argue for the other side, you reset your thinking

Another thing we tend to forget is when there’s a disagreement, sometimes it is not about pointing out pros and cons about the approach or subject matter at hand. Often it is more of a persuasion, on how that approach of way of handling things would benefit the counterparty personally or their ‘side’ of the matter. The more we think of the discussion and conversation as a matter of persuasion rather than proving something, the more we allow ourselves to be flexible and think from the viewpoint of the person we are trying to persuade.

It also takes the ‘I am right and you are wrong’ dynamic out of the room.

Compelling stories

I was reading Morgan Hounsel’s Same as Ever and one key claims he make is that compelling stories are probably more important than well-researched, time-tested facts or truths. The challenge is that people would find it easier to believe, and digest compelling stories than truth that might be hard to swallow.

And this probably comes from various different ‘incentives’ that are at work including socio-cultural incentives (relationships, perceived or otherwise), compelling financial incentives but also some kind of psychological incentives relating the way the pieces of information somehow resonates.

To some extent, it is beautiful that humans are wired this way. We are not some hard calculating machine that spits out answers in binary form or just goes into system error and choke up in smoke. There’s something poetic in the manner we appreciate and take in information, work them in our minds. Yet it is also responsible for crippling us and causing us to go down the wrong path in terms of decision-making, and coloring our behaviours.

The challenge is we can’t quite help ourselves. Even when we know we are biased, we somehow fail to control for it appropriately. The fact we managed to get as far as we did is rather miraculous. And probably stands testimony to the fact that while as individuals we might not be that successful, we’ve managed to develop systems larger than ourselves to deal with some of those issues. And those challenges are not as fatal as long as they are not being synchronized somehow.

The risk is when we all keep converging towards the same false compelling stories. Or when we collectively as a society discriminate or eliminate the outlier types who tend to be more capable at cutting through bullshit.

Room for charity

I love this recent article by Toh Yan Yun in Rice Media, it makes an important point about Singaporean’s perspective on inequality and also our perceived sense that our meritocratic system will continue to serve us well. I frequently question this point about how well our meritocratic system is working; but more than that, whether our overemphasis on the workings of the meritocratic system we have is squeezing out room for charity. So much so that government needs to use tax deductions as a means to further incentivize donations. Question then, is whether the tax department is the one being generous or the philanthropist?

In believing that we are entitled to the successes and achievements we receive, and seeing that as a system that works, we are also thinking that those who are down and out deserves to be so. Like what Yan Yun says in the article; the belief implies “So long as you play your cards right, your big break lies around the corner.”

Those who have been in reality will certainly respond, ‘Yea, right’. A society that does not see luck and chance playing a part becomes less forgiving for people’s mistakes and even for failures. And this has become so serious in Singapore that people are struggling even with being average. There is some obvious implication for mental health and our functioning as a society.

Do we want to start caring? Do we deserve it?

Positive cycles in systems

There are certainly some positive self-fulfilling prophecies in life, and they represent positive cycles in life that we can do more to encourage and harness. Students who have teachers believing in them tend to end up doing better than if they were left on their own; encouragement matters, and more importantly, the social dimension of love and nurturing has an impact on the learning outcomes of students. That is an input for teachers beyond pedagogy, but are we training teachers to believe in their students?

The industrial system works best when we can identify success factors and then invest in them to keep those positive feedback loops in the system. The tricky part is how the industrial system seeks to interact with that ‘scientific management’ koolaid about measurability and creating metrics and indicators. As a result, some of those success factors that are strictly unmeasurable get left out. After all, how do you make sure that a teacher can ‘believe’ in the students evenly in the class? But that question, which is precisely what standardisation and industrialism are based upon, misses the point.

Some of these unmeasurable success factors can generate power feedback loops. Consider the culture of graciousness in a workplace, gentleness, kindness, patience. Just because we cannot correlate the attributes with outcomes doesn’t mean they do not exist. And we all are worse off because we have allowed measurability and ‘big data’ to take such a dominant position in our systems.

Guidance & belief

A good coach puts some pressure on you to do better and demonstrates his belief that you can do better in you. But more than that, the coach makes sure that what is expected of you is clearly communicated so that you have a clear vision of yourself accomplishing it. The ‘video’ that can be played in your head is important. If the resolution of this video is poor, then it is harder for the coachee to perform. And putting pressure on the person by reminding him or her of the deadline or final prize is pointless.

A coach doesn’t review a race with the runner telling that him or her that at different point of the race, how far or near he/she is still from the finish line. He tells the runner about his or her gait to improve, the rhythm of breathes. The how is more important than the what; but the why even more so. The good coach then reminds the runner of why he or she is running.

It is not possible for managers to help a team thrive without these coaching capabilities. Most managers would just be churning output without developing the team or sustaining the right motivation for the team to go on. Often this could lead to burn-out and poor morale. This is where a strong individual contributor needs to learn new skills to move into manager position and not thinking that he or she can just keep doing what they are good at.

Singaporean aspirations

The former China CEO of McDonald’s Kenneth Chan penned a recent opinion piece in Channel News Asia about Singaporeans not taking on leaderships in global companies. It was written in the “practical” Singaporean way that focused on the steps towards being ‘next-level’ and being ‘bold’ to be a leader. He described personal insecurities and his experiences on the ground to rise up.

Personally, I’ve had a host of regional experience within China, South Asia and Southeast Asia during my time with the Singapore government. At International Enterprise Singapore (IE Singapore, now Enterprise Singapore), I had the chance to work with Singapore companies on their internationalisation plans and follow them to markets you would not even think about as a man-on-the-street. Subsequently, I was in the pioneer team of Infrastructure Asia, engaging regional government bodies on infrastructure projects. That gives me the exposure, the open-mind and also the skills to communicate and manage cross-culturally.

As a Manager at the Sydney office of Blunomy today, I am leading teams of consultants across our Singapore, Hong Kong, Sydney, Melbourne offices. I often have to facilitate exchanges with our European offices as well. Insecurities or perceived inadequacies may hold me back but ultimately, it cannot be the fear of me losing my edge or competitiveness that drives me forward.

And that’s the issue I have with the way the article was framed. The opinions expressed in the article reeks of the same old fear-mongering about Singaporeans being comfortable and losing out. I’m not sure if this works for the new generations of Singaporeans nor if that is the right motivation to begin with. The challenge for Singaporeans is not so much the desire for comfort but the lack of worthwhile aspirations. It used to be that rising up to be a ‘GM’ or a ‘CEO’ was something worth aspiring towards. But that simply isn’t the case today with the new generation.

The ‘boomer’ aspirations are simply not worth fighting for. It is in dealing with the ‘why’ that we find our fuel to move forward. “Success” as is constructed in past generations might not work anymore. Instead of aspiring towards “senior leadership” of global corporations, Singaporeans should be desiring to lead the charge of changing the world. Leading global organisations are means to do this. And then it is no longer about remuneration and the practical barriers of relocation and incentives. Monetary incentives should not be the reason for taking up these positions because they are challenging, stressful and hard. There is only so much money can drive that sort of sacrifice. It is the inspiration and influence that counts.

Think about Kenneth Chan leading McDonald’s – you’ve the chance to change the diets of millions of people by making decisions on the menus of your outlets. By thinking more deeply about the toys and promotions on Happy Meal, you get to reshape the aspirations and fancies of a generation of children. That is why it is worth being the leader of a global company – not because of the recognition or being labeled a ‘talent’.

Likewise, if you’re heading up a technology company, it shouldn’t be about maximising shareholder value or aiming to enable investors to make more money. Those elements are important only to the extent they allow businesses to continue making a difference. It is the ability for the technology to grow, benefit people and shape the future into one that we want their children to be part of. That can tip the scale of our motivation no monetary incentives can.

Are we equipping Singaporeans with the right aspirations? It’s not about skills and all that jazz about leadership. Those are important. And yes, government incentives with relocation or settling back in Singapore after stints overseas can help. But what is it that is worth Singaporeans developing that leadership for? That’s what we should be developing.