Dr. Jamil Zaki

This is also related to what Dacher and John Haidt talk about in terms of moral elevation, witnessing positive actions that actually make us feel like we're capable of more. And moral beauty is everywhere. If you are open to it, it is the most common thing that will make you feel the vastness of our species.

This is also related to what Dacher and John Haidt talk about in terms of moral elevation, witnessing positive actions that actually make us feel like we're capable of more. And moral beauty is everywhere. If you are open to it, it is the most common thing that will make you feel the vastness of our species.

And to have a lawful physics-like prediction about the world that blinkers you from seeing that, that gives you tunnel vision and prevents you from experiencing moral beauty, seems like a tragic form of simplicity.

And to have a lawful physics-like prediction about the world that blinkers you from seeing that, that gives you tunnel vision and prevents you from experiencing moral beauty, seems like a tragic form of simplicity.

And to have a lawful physics-like prediction about the world that blinkers you from seeing that, that gives you tunnel vision and prevents you from experiencing moral beauty, seems like a tragic form of simplicity.

Yeah, great questions. And there is some work on this, and a lot of it comes actually in the context of the workplace, right? So you can examine, I mean, these Brazilian fishing villages were after all workplaces, right, that led people to more or less cynicism. But other workplaces also have structures that make people more or less able to trust one another, right?

Yeah, great questions. And there is some work on this, and a lot of it comes actually in the context of the workplace, right? So you can examine, I mean, these Brazilian fishing villages were after all workplaces, right, that led people to more or less cynicism. But other workplaces also have structures that make people more or less able to trust one another, right?

Yeah, great questions. And there is some work on this, and a lot of it comes actually in the context of the workplace, right? So you can examine, I mean, these Brazilian fishing villages were after all workplaces, right, that led people to more or less cynicism. But other workplaces also have structures that make people more or less able to trust one another, right?

One version of this is what's known as stack ranking. And, you know, this is where people, managers, are forced to pick the highest performing and lowest performing members of their team and, in essence, eliminate the people who are at the bottom 10% every six or 12 months.

One version of this is what's known as stack ranking. And, you know, this is where people, managers, are forced to pick the highest performing and lowest performing members of their team and, in essence, eliminate the people who are at the bottom 10% every six or 12 months.

One version of this is what's known as stack ranking. And, you know, this is where people, managers, are forced to pick the highest performing and lowest performing members of their team and, in essence, eliminate the people who are at the bottom 10% every six or 12 months.

Stack ranking has thankfully mostly fallen out of favor in the corporate world, but it was very de rigueur in the late 20th and early 21st century, you know, up until 10 or so years ago. And it still exists in some places. And the idea, again, was if you want people to be creative, if you want them to do their best, tap into who they really are. And who are we really?

Stack ranking has thankfully mostly fallen out of favor in the corporate world, but it was very de rigueur in the late 20th and early 21st century, you know, up until 10 or so years ago. And it still exists in some places. And the idea, again, was if you want people to be creative, if you want them to do their best, tap into who they really are. And who are we really?

Stack ranking has thankfully mostly fallen out of favor in the corporate world, but it was very de rigueur in the late 20th and early 21st century, you know, up until 10 or so years ago. And it still exists in some places. And the idea, again, was if you want people to be creative, if you want them to do their best, tap into who they really are. And who are we really?

We are really a hyper individualistic, again, Darwinian species. Really, stack ranking is a social Darwinist approach to management. And the idea is, well, great, if you threaten people, if you make them want to defeat one another, they will be at their most creative when they are trying to do that, right? That it will bring out their best. The opposite is true.

We are really a hyper individualistic, again, Darwinian species. Really, stack ranking is a social Darwinist approach to management. And the idea is, well, great, if you threaten people, if you make them want to defeat one another, they will be at their most creative when they are trying to do that, right? That it will bring out their best. The opposite is true.

We are really a hyper individualistic, again, Darwinian species. Really, stack ranking is a social Darwinist approach to management. And the idea is, well, great, if you threaten people, if you make them want to defeat one another, they will be at their most creative when they are trying to do that, right? That it will bring out their best. The opposite is true.

I mean, stack-ranked workplaces, of course, are miserable. The people in them are quite unhappy and more likely to leave their jobs. But some of the more interesting work pertains to what stack ranking does to creativity. Because it turns out that if your job is to just not be at the bottom of the pile... then the last thing you want to do is take a creative risk.

I mean, stack-ranked workplaces, of course, are miserable. The people in them are quite unhappy and more likely to leave their jobs. But some of the more interesting work pertains to what stack ranking does to creativity. Because it turns out that if your job is to just not be at the bottom of the pile... then the last thing you want to do is take a creative risk.

I mean, stack-ranked workplaces, of course, are miserable. The people in them are quite unhappy and more likely to leave their jobs. But some of the more interesting work pertains to what stack ranking does to creativity. Because it turns out that if your job is to just not be at the bottom of the pile... then the last thing you want to do is take a creative risk.