Showing posts with label Behavioral Science. Show all posts
Showing posts with label Behavioral Science. Show all posts

Friday, April 19, 2024

How your personality influences your habits And the Big-5 Personality Traits (From the book Atomic Habits by James Clear)

Your genes are operating beneath the surface of every habit. Indeed, beneath the surface of every behavior. Genes have been shown to influence everything from the number of hours you spend watching television to your likelihood to marry or divorce to your tendency to get addicted to drugs, alcohol, or nicotine. There's a strong genetic component to how obedient or rebellious you are when facing authority, how vulnerable or resistant you are to stressful events, how proactive or reactive you tend to be, and even how captivated or bored you feel during sensory experiences like attending a concert. As Robert Plomin, a behavioral geneticist at King's College in London, told me,
“It is now at the point where we have stopped testing to see if traits have a genetic component because we literally can't find a single one that isn't influenced by our genes.”

Bundled together, your unique cluster of genetic traits predispose you to a particular personality. Your personality is the set of characteristics that is consistent from situation to situation. The most proven scientific analysis of personality traits is known as the “Big Five,” which breaks them down into five spectrums of behavior.

1. Openness to experience: from curious and inventive on one end to cautious and consistent on the other.

2. Conscientiousness: organized and efficient to easygoing and spontaneous.

3. Extroversion: outgoing and energetic to solitary and reserved (you likely know them as extroverts vs. introverts).

4. Agreeableness: friendly and compassionate to challenging and detached.

5. Neuroticism: anxious and sensitive to confident, calm, and stable.

All five characteristics have biological underpinnings. Extroversion, for instance, can be tracked from birth. If scientists play a loud noise in the nursing ward, some babies turn toward it while others turn away.
When the researchers tracked these children through life, they found that the babies who turned toward the noise were more likely to grow up to be extroverts. Those who turned away were more likely to become introverts.
People who are high in agreeableness are kind, considerate, and warm. They also tend to have higher natural oxytocin levels, a hormone that plays an important role in social bonding, increases feelings of trust, and can act as a natural antidepressant. You can easily imagine how someone with more oxytocin might be inclined to build habits like writing thank-you notes or organizing social events.
As a third example, consider neuroticism, which is a personality trait all people possess to various degrees. People who are high in neuroticism tend to be anxious and worry more than others. This trait has been linked to hypersensitivity of the amygdala, the portion of the brain responsible for noticing threats. In other words, people who are more sensitive to negative cues in their environment are more likely to score high in neuroticism.
Our habits are not solely determined by our personalities, but there is no doubt that our genes nudge us in a certain direction. Our deeply rooted preferences make certain behaviors easier for some people than for others. You don't have to apologize for these differences or feel guilty about them, but you do have to work with them. A person who scores lower on conscientiousness, for example, will be less likely to beorderly by nature and may need to rely more heavily on environment design to stick with good habits. (As a reminder for the less conscientious readers among us, environment design is a strategy we discussed in Chapters 6 and 12.)
The takeaway is that you should build habits that work for your personality.* People can get ripped working out like a bodybuilder, but if you prefer rock climbing or cycling or rowing, then shape your exercise habit around your interests. If your friend follows a low-carb diet but you find that low-fat works for you, then more power to you. If you want to read more, don't be embarrassed if you prefer steamy romance novels over nonfiction. Read whatever fascinates you. You don't have to build the habits everyone tells you to build. Choose the habit that best suits you, not the one that is most popular.
There is a version of every habit that can bring you joy and satisfaction. Find it. Habits need to be enjoyable if they are going to stick. This is the core idea behind the 4th Law (Make it satisfying).

How are 'Openness to experience' and 'Conscientiousness' related?

Conscientiousness is doing what you need to do.

Openness to experience is how critical you are to the experience of doing things.

The idea is that you should be both Conscientious and Open to experience means you do what you need to do without thinking too much about how it might feel. You do what you need to do without controlling every aspect of the experience of doing it.

On a side note, you can remember the Big-Five personality traits using acronym: OCEAN.

1. Openness to experience
2. Conscientiousness
3. Extroversion
4. Agreeableness
5. Neuroticism

Tags: Behavioral Science,Book Summary,Psychology,

Saturday, April 13, 2024

Make Mistakes to Learn Better And The Role That Neurotransmitter Acetylcholine Plays in Learning

From 15 min 10 seconds...
Next, we have mistakes, and I know making mistakes is terrifying.
It is really scary, but there's a biological reason behind that.
So that feeling of anxiety and stress you get when you make a mistake, it serves a really important purpose.
So when you make a mistake, what happens is you're releasing neuromodulators like Acetylcholine.
And you're getting increased activity in your focused attention networks.
And that increase in attention and that feeling of anxiety serves a really important purpose.
It's basically saying to us "Hey, you made a mistake. You need to change and do better and become more efficient."
And it's opening up this window for neuroplasticity.
So, whatever happens next, your brain is ready to take in.
Now, if you make a mistake and you feel a bit anxious and you walk away, well: 
A: you're not going to learn that thing, 
B: well you're actually learning to be less able to cope with failure.

Here's what you should do.

You should set yourself up for a little bit of failure, right?
Quiz yourself on that topic as you go. Don't wait until you're ready.
If you're learning something - for example, soccer - don't just kick it straight at the goal.
Change the angle. Make it more difficult, so you make mistakes.
Don't wait for everything to be perfect before you have a go, because at the end of the day if you make a mistake, you'll be releasing neuromodulators that improve your attention. And if you get it right, you'll be releasing things like dopamine in your reward circuits, which makes you feel good, which makes you feel more motivated and consolidates the learning of the thing that you just did correctly, right?

So that's why turning our learning into a bit of a game can work so well. It's a bit of a win-win situation for our brain either way, right?
So when you make a mistake, you know, don't view that anxiety as a bad thing.
Lean into that feeling and keep going because it's really your brain's way of helping you be your best.
It's helping you be better than the person that you were yesterday.    
Tags: Psychology,Behavioral Science,

How to Build Better Habits in 4 Simple Steps (Ch 3 from the book Atomic Habits)

THE SCIENCE OF HOW HABITS WORK

The process of building a habit can be divided into four simple steps: cue, craving, response, and reward.* Breaking it down into these fundamental parts can help us understand what a habit is, how it works, and how to improve it.
FIGURE 5: All habits proceed through four stages in the same order: cue, craving, response, and reward. This four-step pattern is the backbone of every habit, and your brain runs through these steps in the same order each time. First, there is the cue. The cue triggers your brain to initiate a behavior. It is a bit of information that predicts a reward. Our prehistoric ancestors were paying attention to cues that signaled the location of primary rewards like food, water, and sex. Today, we spend most of our time learning cues that predict secondary rewards like money and fame, power and status, praise and approval, love and friendship, or a sense of personal satisfaction. (Of course, these pursuits also indirectly improve our odds of survival and reproduction, which is the deeper motive behind everything we do.) Your mind is continuously analyzing your internal and external environment for hints of where rewards are located. Because the cue is the first indication that we're close to a reward, it naturally leads to a craving. Cravings are the second step, and they are the motivational force behind every habit. Without some level of motivation or desire— without craving a change—we have no reason to act. What you crave is not the habit itself but the change in state it delivers. You do not crave smoking a cigarette, you crave the feeling of relief it provides. You are not motivated by brushing your teeth but rather by the feeling of a clean mouth. You do not want to turn on the television, you want to be entertained. Every craving is linked to a desire to change your internal state. This is an important point that we will discuss in detail later. Cravings differ from person to person. In theory, any piece of information could trigger a craving, but in practice, people are not motivated by the same cues. For a gambler, the sound of slot machines can be a potent trigger that sparks an intense wave of desire. For someone who rarely gambles, the jingles and chimes of the casino are just background noise. Cues are meaningless until they are interpreted. The thoughts, feelings, and emotions of the observer are what transform a cue into a craving. The third step is the response. The response is the actual habit you perform, which can take the form of a thought or an action. Whether a response occurs depends on how motivated you are and how much friction is associated with the behavior. If a particular action requires more physical or mental effort than you are willing to expend, then you won't do it. Your response also depends on your ability. It sounds simple, but a habit can occur only if you are capable of doing it. If you want to dunk a basketball but can't jump high enough to reach the hoop, well, you're out of luck. Finally, the response delivers a reward. Rewards are the end goal of every habit. The cue is about noticing the reward. The craving is about wanting the reward. The response is about obtaining the reward. We chase rewards because they serve two purposes: (1) they satisfy us and (2) they teach us. The first purpose of rewards is to satisfy your craving. Yes, rewards provide benefits on their own. Food and water deliver the energy you need to survive. Getting a promotion brings more money and respect. Getting in shape improves your health and your dating prospects. But the more immediate benefit is that rewards satisfy your craving to eat or to gain status or to win approval. At least for a moment, rewards deliver contentment and relief from craving. Second, rewards teach us which actions are worth remembering in the future. Your brain is a reward detector. As you go about your life, your sensory nervous system is continuously monitoring which actions satisfy your desires and deliver pleasure. Feelings of pleasure and disappointment are part of the feedback mechanism that helps your brain distinguish useful actions from useless ones. Rewards close the feedback loop and complete the habit cycle. If a behavior is insufficient in any of the four stages, it will not become a habit. Eliminate the cue and your habit will never start. Reduce the craving and you won't experience enough motivation to act. Make the behavior difficult and you won't be able to do it. And if the reward fails to satisfy your desire, then you'll have no reason to do it again in the future. Without the first three steps, a behavior will not occur. Without all four, a behavior will not be repeated.

THE HABIT LOOP

FIGURE 6: The four stages of habit are best described as a feedback loop. They form an endless cycle that is running every moment you are alive. This “habit loop” is continually scanning the environment, predicting what will happen next, trying out different responses, and learning from the results.* In summary, the cue triggers a craving, which motivates a response, which provides a reward, which satisfies the craving and, ultimately, becomes associated with the cue. Together, these four steps form a neurological feedback loop—cue, craving, response, reward; cue, craving, response, reward—that ultimately allows you to create automatic habits. This cycle is known as the habit loop. This four-step process is not something that happens occasionally, but rather it is an endless feedback loop that is running and active during every moment you are alive—even now. The brain is continually scanning the environment, predicting what will happen next, trying out different responses, and learning from the results. The entire process is completed in a split second, and we use it again and again without realizing everything that has been packed into the previous moment. We can split these four steps into two phases: the problem phase and the solution phase. The problem phase includes the cue and the craving, and it is when you realize that something needs to change. The solution phase includes the response and the reward, and it is when you take action and achieve the change you desire. Problem phase 1. Cue 2. Craving Solution phase 3. Response 4. Reward All behavior is driven by the desire to solve a problem. Sometimes the problem is that you notice something good and you want to obtain it. Sometimes the problem is that you are experiencing pain and you want to relieve it. Either way, the purpose of every habit is to solve the problems you face. In the table on the following page, you can see a few examples of what this looks like in real life. Imagine walking into a dark room and flipping on the light switch. You have performed this simple habit so many times that it occurs without thinking. You proceed through all four stages in the fraction of a second. The urge to act strikes you without thinking. Problem phase 1. Cue: Your phone buzzes with a new text message. 2. Craving: You want to learn the contents of the message. Solution phase 3. Response: You grab your phone and read the text. 4. Reward: You satisfy your craving to read the message. Grabbing your phone becomes associated with your phone buzzing. ~~~ Problem phase 1. Cue: You are answering emails. 2. Craving: You begin to feel stressed and overwhelmed by work. You want to feel in control. Solution phase 3. Response: You bite your nails. 4. Reward: You satisfy your craving to reduce stress. Biting your nails becomes associated with answering email. ~~~ Problem phase 1. Cue: You wake up. 2. Craving: You want to feel alert. Solution phase 3. Response: You drink a cup of coffee. 4. Reward: You satisfy your craving to feel alert. Drinking coffee becomes associated with waking up. ~~~ Problem phase 1. Cue: You smell a doughnut shop as you walk down the street near your office. 2. Craving: You begin to crave a doughnut. Solution phase 3. Response: You buy a doughnut and eat it. 4. Reward: You satisfy your craving to eat a doughnut. Buying a doughnut becomes associated with walking down the street near your office. ~~~ Problem phase 1. Cue: You hit a stumbling block on a project at work. 2. Craving: You feel stuck and want to relieve your frustration. Solution phase 3. Response: You pull out your phone and check social media. 4. Reward: You satisfy your craving to feel relieved. Checking social media becomes associated with feeling stalled at work. ~~~ Problem phase 1. Cue: You walk into a dark room. 2. Craving: You want to be able to see. Solution phase 3. Response: You flip the light switch. 4. Reward: You satisfy your craving to see. Turning on the light switch becomes associated with being in a dark room. By the time we become adults, we rarely notice the habits that are running our lives. Most of us never give a second thought to the fact that we tie the same shoe first each morning, or unplug the toaster after each use, or always change into comfortable clothes after getting home from work. After decades of mental programming, we automatically slip into these patterns of thinking and acting.

THE FOUR LAWS OF BEHAVIOR CHANGE

In the following chapters, we will see time and again how the four stages of cue, craving, response, and reward influence nearly everything we do each day. But before we do that, we need to transform these four steps into a practical framework that we can use to design good habits and eliminate bad ones. I refer to this framework as the Four Laws of Behavior Change, and it provides a simple set of rules for creating good habits and breaking bad ones. You can think of each law as a lever that influences human behavior. When the levers are in the right positions, creating good habits is effortless. When they are in the wrong positions, it is nearly impossible. How to Create a Good Habit The 1st law (Cue): Make it obvious. The 2nd law (Craving): Make it attractive. The 3rd law (Response): Make it easy. The 4th law (Reward): Make it satisfying. We can invert these laws to learn how to break a bad habit. How to Break a Bad Habit Inversion of the 1st law (Cue): Make it invisible. Inversion of the 2nd law (Craving): Make it unattractive. Inversion of the 3rd law (Response): Make it difficult. Inversion of the 4th law (Reward): Make it unsatisfying. It would be irresponsible for me to claim that these four laws are an exhaustive framework for changing any human behavior, but I think they're close. As you will soon see, the Four Laws of Behavior Change apply to nearly every field, from sports to politics, art to medicine, comedy to management. These laws can be used no matter what challenge you are facing. There is no need for completely different strategies for each habit. Whenever you want to change your behavior, you can simply ask yourself: 1. How can I make it obvious? 2. How can I make it attractive? 3. How can I make it easy? 4. How can I make it satisfying? If you have ever wondered, “Why don't I do what I say I'm going to do? Why don't I lose the weight or stop smoking or save for retirement or start that side business? Why do I say something is important but never seem to make time for it?” The answers to those questions can be found somewhere in these four laws. The key to creating good habits and breaking bad ones is to understand these fundamental laws and how to alter them to your specifications. Every goal is doomed to fail if it goes against the grain of human nature. Your habits are shaped by the systems in your life. In the chapters that follow, we will discuss these laws one by one and show how you can use them to create a system in which good habits emerge naturally and bad habits wither away.

Key Points

# A habit is a behavior that has been repeated enough times to become automatic. # The ultimate purpose of habits is to solve the problems of life with as little energy and effort as possible. # Any habit can be broken down into a feedback loop that involves four steps: cue, craving, response, and reward. # The Four Laws of Behavior Change are a simple set of rules we can use to build better habits. They are: (1) make it obvious, (2) make it attractive, (3) make it easy, and (4) make it satisfying.

Saturday, April 6, 2024

How Your Habits Shape Your Identity (and Vice Versa) - Chapter 2 From The Book Atomic Habits

WHY IS IT so easy to repeat bad habits and so hard to form good ones? Few things can have a more powerful impact on your life than improving your daily habits. And yet it is likely that this time next year you'll be doing the same thing rather than something better.
It often feels difficult to keep good habits going for more than a few days, even with sincere effort and the occasional burst of motivation.
Habits like exercise, meditation, journaling, and cooking are reasonable for a day or two and then become a hassle.
However, once your habits are established, they seem to stick around forever—especially the unwanted ones. Despite our best intentions, unhealthy habits like eating junk food, watching too much television, procrastinating, and smoking can feel impossible to break.
Changing our habits is challenging for two reasons: 
(1) we try to change the wrong thing and 
(2) we try to change our habits in the wrong way. 

In this chapter, I'll address the first point. In the chapters that follow, I'll answer the second.
Our first mistake is that we try to change the wrong thing. To understand what I mean, consider that there are three levels at which change can occur. You can imagine them like the layers of an onion.

THREE LAYERS OF BEHAVIOR CHANGE

FIGURE 3: There are three layers of behavior change: a change in your outcomes, a change in your processes, or a change in your identity. The first layer is changing your outcomes. This level is concerned with changing your results: losing weight, publishing a book, winning a championship. Most of the goals you set are associated with this level of change. The second layer is changing your process. This level is concerned with changing your habits and systems: implementing a new routine at the gym, decluttering your desk for better workflow, developing a meditation practice. Most of the habits you build are associated with this level. The third and deepest layer is changing your identity. This level is concerned with changing your beliefs: your worldview, your self-image, your judgments about yourself and others. Most of the beliefs, assumptions, and biases you hold are associated with this level. Outcomes are about what you get. Processes are about what you do. Identity is about what you believe. When it comes to building habits that last—when it comes to building a system of 1 percent improvements—the problem is not that one level is “better” or “worse” than another. All levels of change are useful in their own way. The problem is the direction of change. Many people begin the process of changing their habits by focusing on what they want to achieve. This leads us to outcome-based habits. The alternative is to build identity-based habits. With this approach, we start by focusing on who we wish to become.
FIGURE 4: With outcome-based habits, the focus is on what you want to achieve. With identity-based habits, the focus is on who you wish to become. Imagine two people resisting a cigarette. When offered a smoke, the first person says, “No thanks. I'm trying to quit.” It sounds like a reasonable response, but this person still believes they are a smoker who is trying to be something else. They are hoping their behavior will change while carrying around the same beliefs. The second person declines by saying, “No thanks. I'm not a smoker.” It's a small difference, but this statement signals a shift in identity. Smoking was part of their former life, not their current one. They no longer identify as someone who smokes. Most people don't even consider identity change when they set out to improve. They just think, “I want to be skinny (outcome) and if I stick to this diet, then I'll be skinny (process).” They set goals and determine the actions they should take to achieve those goals without considering the beliefs that drive their actions. They never shift the way they look at themselves, and they don't realize that their old identity can sabotage their new plans for change. Behind every system of actions are a system of beliefs. The system of a democracy is founded on beliefs like freedom, majority rule, and social equality. The system of a dictatorship has a very different set of beliefs like absolute authority and strict obedience. You can imagine many ways to try to get more people to vote in a democracy, but such behavior change would never get off the ground in a dictatorship. That's not the identity of the system. Voting is a behavior that is impossible under a certain set of beliefs. A similar pattern exists whether we are discussing individuals, organizations, or societies. There are a set of beliefs and assumptions that shape the system, an identity behind the habits. Behavior that is incongruent with the self will not last. You may want more money, but if your identity is someone who consumes rather than creates, then you'll continue to be pulled toward spending rather than earning. You may want better health, but if you continue to prioritize comfort over accomplishment, you'll be drawn to relaxing rather than training. It's hard to change your habits if you never change the underlying beliefs that led to your past behavior. You have a new goal and a new plan, but you haven't changed who you are. ~~~ True behavior change is identity change. You might start a habit because of motivation, but the only reason you'll stick with one is that it becomes part of your identity. Anyone can convince themselves to visit the gym or eat healthy once or twice, but if you don't shift the belief behind the behavior, then it is hard to stick with long-term changes. Improvements are only temporary until they become part of who you are. The goal is not to read a book, the goal is to become a reader. The goal is not to run a marathon, the goal is to become a runner. The goal is not to learn an instrument, the goal is to become a musician.

THE TWO-STEP PROCESS TO CHANGING YOUR IDENTITY

Your identity emerges out of your habits. You are not born with preset beliefs. Every belief, including those about yourself, is learned and conditioned through experience.* More precisely, your habits are how you embody your identity. When you make your bed each day, you embody the identity of an organized person. When you write each day, you embody the identity of a creative person. When you train each day, you embody the identity of an athletic person. The more you repeat a behavior, the more you reinforce the identity associated with that behavior. In fact, the word identity was originally derived from the Latin words essentitas, which means being, and identidem, which means repeatedly. Your identity is literally your “repeated beingness.” Whatever your identity is right now, you only believe it because you have proof of it. If you go to church every Sunday for twenty years, you have evidence that you are religious. If you study biology for one hour every night, you have evidence that you are studious. If you go to the gym even when it's snowing, you have evidence that you are committed to fitness. The more evidence you have for a belief, the more strongly you will believe it. For most of my early life, I didn't consider myself a writer. If you were to ask any of my high school teachers or college professors, they would tell you I was an average writer at best: certainly not a standout. When I began my writing career, I published a new article every Monday and Thursday for the first few years. As the evidence grew, so did my identity as a writer. I didn't start out as a writer. I became one through my habits.Of course, your habits are not the only actions that influence your identity, but by virtue of their frequency they are usually the most important ones. Each experience in life modifies your self-image, but it's unlikely you would consider yourself a soccer player because you kicked a ball once or an artist because you scribbled a picture. As you repeat these actions, however, the evidence accumulates and your self- image begins to change. The effect of one-off experiences tends to fade away while the effect of habits gets reinforced with time, which means your habits contribute most of the evidence that shapes your identity. In this way, the process of building habits is actually the process of becoming yourself. This is a gradual evolution. We do not change by snapping our fingers and deciding to be someone entirely new. We change bit by bit, day by day, habit by habit. We are continually undergoing microevolutions of the self. Each habit is like a suggestion: “Hey, maybe this is who I am.” If you finish a book, then perhaps you are the type of person who likes reading. If you go to the gym, then perhaps you are the type of person who likes exercise. If you practice playing the guitar, perhaps you are the type of person who likes music. Every action you take is a vote for the type of person you wish to become. No single instance will transform your beliefs, but as the votes build up, so does the evidence of your new identity. This is one reason why meaningful change does not require radical change. Small habits can make a meaningful difference by providing evidence of a new identity. And if a change is meaningful, it actually is big. That's the paradox of making small improvements. Putting this all together, you can see that habits are the path to changing your identity. The most practical way to change who you are is to change what you do. Each time you write a page, you are a writer. Each time you practice the violin, you are a musician. Each time you start a workout, you are an athlete. Each time you encourage your employees, you are a leader. Each habit not only gets results but also teaches you something far more important: to trust yourself. You start to believe you can actually accomplish these things. When the votes mount up and the evidence begins to change, the story you tell yourself begins to change as well. Of course, it works the opposite way, too. Every time you choose to perform a bad habit, it's a vote for that identity. The good news is that you don't need to be perfect. In any election, there are going to be votes for both sides. You don't need a unanimous vote to win an election; you just need a majority. It doesn't matter if you cast a few votes for a bad behavior or an unproductive habit. Your goal is simply to win the majority of the time. New identities require new evidence. If you keep casting the same votes you've always cast, you're going to get the same results you've always had. If nothing changes, nothing is going to change. It is a simple two-step process: 1. Decide the type of person you want to be. 2. Prove it to yourself with small wins. First, decide who you want to be. This holds at any level—as an individual, as a team, as a community, as a nation. What do you want to stand for? What are your principles and values? Who do you wish to become? These are big questions, and many people aren't sure where to begin —but they do know what kind of results they want: to get six-pack abs or to feel less anxious or to double their salary. That's fine. Start there and work backward from the results you want to the type of person who could get those results. Ask yourself, “Who is the type of person that could get the outcome I want?” Who is the type of person that could lose forty pounds? Who is the type of person that could learn a new language? Who is the type of person that could run a successful start-up? For example, “Who is the type of person who could write a book?” It's probably someone who is consistent and reliable. Now your focus shifts from writing a book (outcome-based) to being the type of person who is consistent and reliable (identity-based). This process can lead to beliefs like: “I'm the kind of teacher who stands up for her students.” “I'm the kind of doctor who gives each patient the time and empathy they need.” “I'm the kind of manager who advocates for her employees.” Once you have a handle on the type of person you want to be, you can begin taking small steps to reinforce your desired identity. I have a friend who lost over 100 pounds by asking herself, “What would a healthy person do?” All day long, she would use this question as a guide. Would a healthy person walk or take a cab? Would a healthy person order a burrito or a salad? She figured if she acted like a healthy person long enough, eventually she would become that person. She was right. The concept of identity-based habits is our first introduction to another key theme in this book: feedback loops. Your habits shape your identity, and your identity shapes your habits. It's a two-way street. The formation of all habits is a feedback loop (a concept we will explore in depth in the next chapter), but it's important to let your values, principles, and identity drive the loop rather than your results. The focus should always be on becoming that type of person, not getting a particular outcome.

THE REAL REASON HABITS MATTER

Identity change is the North Star of habit change. The remainder of this book will provide you with step-by-step instructions on how to build better habits in yourself, your family, your team, your company, and anywhere else you wish. But the true question is: “Are you becoming the type of person you want to become?” The first step is not what or how, but who. You need to know who you want to be. Otherwise, your quest for change is like a boat without a rudder. And that's why we are starting here. You have the power to change your beliefs about yourself. Your identity is not set in stone. You have a choice in every moment. You can choose the identity you want to reinforce today with the habits you choose today. And this brings us to the deeper purpose of this book and the real reason habits matter. Building better habits isn't about littering your day with life hacks. It's not about flossing one tooth each night or taking a cold shower each morning or wearing the same outfit each day. It's not about achieving external measures of success like earning more money, losing weight, or reducing stress. Habits can help you achieve all of these things, but fundamentally they are not about having something. They are about becoming someone. Ultimately, your habits matter because they help you become the type of person you wish to be. They are the channel through which you develop your deepest beliefs about yourself. Quite literally, you become your habits.

Chapter Summary

# There are three levels of change: outcome change, process change, and identity change. # The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become. # Your identity emerges out of your habits. Every action is a vote for the type of person you wish to become. # Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity. # The real reason habits matter is not because they can get you better results (although they can do that), but because they can change your beliefs about yourself.
Tags: Behavioral Science,Book Summary,

Friday, March 29, 2024

The Surprising Power of Atomic Habits (Ch 1)

WHY SMALL HABITS MAKE A BIG DIFFERENCE

Here’s how the math works out: if you can get 1 percent better each day for one year, you’ll end up thirty-seven times better by the time you’re done. Conversely, if you get 1 percent worse each day for one year, you’ll decline nearly down to zero. 1% BETTER EVERY DAY 1% worse every day for one year. (0.99)^365 = 00.03 1% better every day for one year. (1.01)^365 = 37.78 ~~~
FIGURE 1: The effects of small habits compound over time. For example, if you can get just 1 percent better each day, you’ll end up with results that are nearly 37 times better after one year. ~~~ The impact created by a change in your habits is similar to the effect of shifting the route of an airplane by just a few degrees. Imagine you are flying from Los Angeles to New York City. If a pilot leaving from LAX adjusts the heading just 3.5 degrees south, you will land in Washington, D.C., instead of New York. Such a small change is barely noticeable at takeoff—the nose of the airplane moves just a few feet— but when magnified across the entire United States, you end up hundreds of miles apart.

WHAT PROGRESS IS REALLY LIKE

Imagine that you have an ice cube sitting on the table in front of you. The room is cold and you can see your breath. It is currently twenty-five degrees. Ever so slowly, the room begins to heat up. Twenty-six degrees. Twenty-seven. Twenty-eight. The ice cube is still sitting on the table in front of you. Twenty-nine degrees. Thirty. Thirty-one. Still, nothing has happened. Then, thirty-two degrees. The ice begins to melt. A one-degree shift, seemingly no different from the temperature increases before it, has unlocked a huge change. Breakthrough moments are often the result of many previous actions, which build up the potential required to unleash a major change. This pattern shows up everywhere. Cancer spends 80 percent of its life undetectable, then takes over the body in months. Bamboo can barely be seen for the first five years as it builds extensive root systems underground before exploding ninety feet into the air within six weeks. Similarly, habits often appear to make no difference until you cross a critical threshold and unlock a new level of performance. In the early and middle stages of any quest, there is often a Valley of Disappointment. You expect to make progress in a linear fashion and it’s frustrating how ineffective changes can seem during the first days, weeks, and even months. It doesn’t feel like you are going anywhere. It’s a hallmark of any compounding process: the most powerful outcomes are delayed.

THE PLATEAU OF LATENT POTENTIAL

FIGURE 2: We often expect progress to be linear. At the very least, we hope it will come quickly. In reality, the results of our efforts are often delayed. It is not until months or years later that we realize the true value of the previous work we have done. This can result in a “valley of disappointment” where people feel discouraged after putting in weeks or months of hard work without experiencing any results. However, this work was not wasted. It was simply being stored. It is not until much later that the full value of previous efforts is revealed.

FORGET ABOUT GOALS, FOCUS ON SYSTEMS INSTEAD

What’s the difference between systems and goals? It’s a distinction I first learned from Scott Adams, the cartoonist behind the Dilbert comic. Goals are about the results you want to achieve. Systems are about the processes that lead to those results. If you’re a coach, your goal might be to win a championship. Your system is the way you recruit players, manage your assistant coaches, and conduct practice. If you’re an entrepreneur, your goal might be to build a million-dollar business. Your system is how you test product ideas, hire employees, and run marketing campaigns. If you’re a musician, your goal might be to play a new piece. Your system is how often you practice, how you break down and tackle difficult measures, and your method for receiving feedback from your instructor. ~~~ A handful of problems arise when you spend too much time thinking about your goals and not enough time designing your systems. Problem #1: Winners and losers have the same goals. Problem #2: Achieving a goal is only a momentary change. Problem #3: Goals restrict your happiness. ...Because the implicit assumption behind any goal is this: “Once I reach my goal, then I’ll be happy.” Problem #4: Goals are at odds with long-term progress The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. True long-term thinking is goal-less thinking. It’s not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress. ~~~

A SYSTEM OF ATOMIC HABITS

If you’re having trouble changing your habits, the problem isn’t you. The problem is your system. Bad habits repeat themselves again and again not because you don’t want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Focusing on the overall system, rather than a single goal, is one of the core themes of this book. It is also one of the deeper meanings behind the word atomic. By now, you’ve probably realized that an atomic habit refers to a tiny change, a marginal gain, a 1 percent improvement. But atomic habits are not just any old habits, however small. They are little habits that are part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. Habits are like the atoms of our lives. Each one is a fundamental unit that contributes to your overall improvement. At first, these tiny routines seem insignificant, but soon they build on each other and fuel bigger wins that multiply to a degree that far outweighs the cost of their initial investment. They are both small and mighty. This is the meaning of the phrase atomic habits—a regular practice or routine that is not only small and easy to do, but also the source of incredible power; a component of the system of compound growth.

KEY POINTS... AGAIN

#1 Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. #2 Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. #3 Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. #4 An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. #5 If you want better results, then forget about setting goals. Focus on your system instead. #6 You do not rise to the level of your goals. You fall to the level of your systems.
Tags: Book Summary,Behavioral Science,

Sunday, February 18, 2024

Index of Management Lessons


Toggle All Sections

1: Identifying Personalities in Different Domains

2: Negotiation

3: Behavioral Science

4: Layoffs

5: Elon Musk

6: Xerox (A Case Study)

7: Misc

Tags: Management,Layoffs,Behavioral Science,

Thursday, December 21, 2023

Vedic Personality Test (From the Book 'Think Like a Monk') and Some other commonly used Personality Indicators

Vedic Personality Test is to assess your working style inclination.

THE VARNAS

The four varnas are the Guide, the Leader, the Creator, and the Maker. These labels aren't directly tied to specific jobs or activities. Sure, certain activities bring us pleasure because they fulfill our dharma, but there are many di erent ways tolive in our dharma. A Guide is compelled to learn and share knowledge—you could be a teacher or a writer. A Leader likes to influence and provide, but that doesn't mean you have to be a CEO or a lieutenant—you could be a school principal or shop manager. A Creator likes to make things happen—this could be at a start-up or in a neighborhood association. A Maker likes to see things tangibly being built—they could be a coder or a nurse. Remember the gunas: tamas, rajas, and sattva—ignorance, impulsivity, and goodness. For each of the varnas I describe what their behavior looks like in each guna mode. We strive toward sattva through letting go of ignorance, working in our passion, and serving in goodness. The more time we spend in sattva, the more effective and fulfilled we become.

Creators

Originally: merchants, businesspeople Today: marketers, salespeople, entertainers, producers, entrepreneurs, CEOs Skills: brainstorming, networking, innovating # Make things happen # Can convince themselves and others of anything # Great at sales, negotiation, persuasion # Highly driven by money, pleasure, and success # Very hardworking and determined # Excel in trade, commerce, and banking # Always on the move # Work hard, play hard Mode of Ignorance # Become corrupt and sell things with no value / Lie, cheat, steal to sell something # Beaten down by failure # Burned out, depressed, moody, due to overwork Mode of Impulse # Status-driven # Dynamic, charismatic, and captivating # Hustler, goal-oriented, tireless Mode of Goodness # Use money for greater good # Create products and ideas that make money but also serve others # Provide jobs and opportunities for others

Makers

Originally: artists, musicians, creatives, writers Today: social workers, therapists, doctors, nurses, COOs, heads of human resources, artists, musicians, engineers, coders, carpenters, cooks Skills: inventing, supporting, implementing Mode of Ignorance # Depressed by failure # Feel stuck and unworthy # AnxiousMode of Impulse # Explore and experiment with new ideas # Juggle too many things at the same time # Lose focus on expertise and care; focus more on money and results Mode of Goodness # Driven by stability and security # Generally content and satis ed with the status quo # Choose meaningful goals to pursue # Work hard but always maintain balance with family commitments # Best right-hand man or woman # Lead team gatherings # Support those in need # Highly skilled at manual professions Connections # Makers and Creators complement each other # Makers make Creators focus on detail, quality, gratitude, and contentment # Creators help Makers think bigger, become more goal-oriented

Guides

Originally and today: teachers, guides, gurus, coaches, mentors Skills: learning, studying, sharing knowledge, and wisdom # A coach and a mentor no matter what role they play want to bring out the best in the people in their life. # Value knowledge and wisdom more than fame, power, money, security # Like having space and time to re ect and learn # Want to help people nd meaning, ful llment, and purpose # Like to work alone # Enjoy intellectual pursuits in their spare time—reading, debate, discussion Mode of Ignorance # Don't practice what they preach # Don't lead by example # Struggle with implementation Mode of Impulse # Love to debate and destroy others' arguments # Use knowledge for strength and power # Intellectually curious Mode of Goodness # Use knowledge to help people nd their purpose # Aspire to better themselves in order to give more # Realize knowledge is not theirs to use alone, but that they are here to serve

Leaders

Originally: kings, warriors Today: military, justice, law enforcement, politics Skills: governing, inspiring, engaging others # Natural leaders of people, movements, groups, and families # Directed by courage, strength, and determination # Protect those who are less privileged # Led by higher morals and values and seek to enforce them across the world # Provide structures and frameworks for the growth of people # Like to work in teams # Great at organization, focus, and dedication to a mission Mode of Ignorance # Give up on change due to corruption and hypocrisy # Develop a negative, pessimistic viewpoint # Lose moral compass in drive for power Mode of Impulse # Build structures and frameworks for fame and money, not meaning # Use their talents to serve themselves not humanity # Focus on short term goals for themselves Mode of Goodness # Fight for higher morals, ethics, and values # Inspire people to work together # Build long-term goals to support society Connections # Guides and Leaders complement each other # Guides give wisdom to Leaders # Leaders give structure to Guides The point of the varnas is to help you understand yourself so you can focus on your strongest skills and inclinations. Self-awareness gives you more focus. When I look at my Guide tendencies, it makes sense to me that I succeed when I focus on strategy. Creators and Makers are better at implementation, so I've surrounded myself with people who can help me with that. A musician might be a Maker, driven by security. In order to succeed, they might need to be surrounded by strategists. Invest in your strengths and surround yourself with people who can fill in the gaps. When you know your varna—your passion and skills—and you serve with that, it becomes your dharma. ~~~ Answer these questions as who you believe you are at the core. Beyond what friends, family, or society have made you choose. 1. Which of the following sounds most like what you're about? a. Values and wisdom b. Integrity and perfection c. Work hard play hard d. Stability and balance 2. What role do you play in your friends circle / family? a. I am comfortable dealing with conflict and helping people nd middle ground. My role is the mediator. b. I make sure everything and everyone is taken care of. My role is the protector. c. I help my family understand work ethic, hustle, and the value of having resources. My role is material support. d. I focus on nurturing and wanting a healthy and content family. My role is emotional support. 3. What is most important to you in a partner? a. Honest and smart b. Strong presence and power c. Fun and dynamic d. Reliable and respectful 4. What do you watch most often on TV? a. Documentaries, biographies, human observations b. Entertainment, politics, current affairs c. Comedy, sport, drama, motivational stories d. Soap operas, reality TV, family, gossip, daytime shows 5. Which best describes how you behave when under stress? a. Calm, composed, balanced b. Irritated, frustrated, angry c. Moody, loud, restless d. Lazy, depressed, worried 6. What causes you the most pain? a. Feeling like I don't live up to my own expectations b. The state of the world c. A sense of rejection d. Feeling disconnected from friends and family 7. What is your favorite way of working? a. Alone, but with mentors and guides b. In a team as a leader c. Independently, but with a strong network d. In a team as a member 8. How would your ideal self spend spare time? a. Reading, in deep discussion, and reflecting b. Learning about issues and/or attending political events c. There's no such thing as spare time! networking, connecting, working d. Enjoying time with family and friends 9. How would you describe yourself in three words? a. Idealistic, introverted, insightful b. Driven, dedicated, determined c. Passionate, motivated, friendly d. Caring, loving, loyal 10. In what type of environment do you work best? a. Remote, silent and still, natural b. A meeting room or gathering space c. Anywhere and everywhere (during my commute, in a coffee shop, in mybedroom) d. A space specific to my type of work: home, office, laboratory 11. What's your work style? a. Slow and reflective b. Focused and organized c. Fast and rushed d. Specific and deliberate 12. How would you like to make a difference in the world? a. Through spreading knowledge b. Through politics and activism c. Through business and/or leadership d. Through local community 13. How do you prepare for a vacation? a. By picking my reading material b. By having a focused plan of key sites to visit c. With a list of the best bars, clubs, and restaurants d. With an easygoing attitude 14. How do you deal with tough conversations? a. Look for a compromise b. Fight for the most objective truth c. Fight to prove I'm right d. Avoid confrontation 15. If someone in your life is having a bad week, what do you do? a. Give them advice and guidance b. Become protective and encourage them to improve c. Urge them to have a drink or take a walk with me d. Go to them and keep them company 16. How do you see rejection? a. It's part of life b. It's a challenge I can rise to meet c. It's frustrating but I'll move on d. It's a real setback 17. At an event/party how do you spend your time? a. I have a meaningful discussion with one or two people b. I usually talk with a group of people c. I somehow end up the center of attention d. I help with whatever needs to be done 18. How do you feel if you make a mistake? a. I feel guilty and ashamed b. I have to tell everyone c. I want to hide it d. I reach out to someone supportive 19. What do you do when you have to make a big decision? a. I reflect privately b. I ask my mentors and guides c. I weigh the pros and cons d. I talk to family and friends 20. Which best describes your daily routine? a. It changes moment to moment b. It's very focused and organized c. I follow the best opportunity that comes up d. It's simple and scheduled ANSWER KEY Tally your answers now. The most selected letter likely re ects your varna. A. Guide B. Leader C. Creator D. Maker

A Look at Some Other Popular Personality Tests

Can you tell me about MBTI personality indicator?

Certainly! The Myers-Briggs Type Indicator (MBTI) is a widely used personality assessment that categorizes individuals into 16 personality types based on their preferences in four dichotomies. These dichotomies are: Extraversion (E) vs. Introversion (I): Extraversion: Focus on the outer world of people and activities. Introversion: Focus on the inner world of thoughts and reflections. Sensing (S) vs. Intuition (N): Sensing: Prefer concrete and practical information. Intuition: Prefer conceptual and innovative information. Thinking (T) vs. Feeling (F): Thinking: Make decisions based on logic and consistency. Feeling: Make decisions based on personal values and the impact on people. Judging (J) vs. Perceiving (P): Judging: Prefer a planned and organized approach to life. Perceiving: Prefer a flexible and spontaneous approach to life. To determine your MBTI type, you can take a reliable MBTI assessment. There are many online resources that offer free or paid versions of the test. Keep in mind that while the MBTI is widely used, it has its critics, and some argue that it oversimplifies personality. Once you have your four-letter MBTI type (e.g., ISTJ, ENFP), you can explore more about your personality type, including strengths, potential areas for growth, and how you might interact with others.

What are Big Five Personality Traits?

The Big Five Personality Traits, also known as the Five-Factor Model (FFM), is a widely accepted framework in psychology that describes human personality based on five core dimensions. These traits are considered to represent the most comprehensive and widely accepted model of personality. The Big Five Personality Traits are often remembered using the acronym OCEAN: Openness to Experience (O): This trait reflects the extent to which an individual is open-minded, imaginative, and willing to engage in new and unconventional experiences. People high in openness tend to be creative, curious, and open to new ideas, while those low in openness may prefer routine and familiarity. Conscientiousness (C): This trait measures how organized, responsible, and dependable a person is. Conscientious individuals are often diligent, reliable, and goal-oriented, while those low in conscientiousness may be more spontaneous and less focused on planning. Extraversion (E): Extraversion pertains to the extent to which a person is outgoing, social, and energetic. Extraverts enjoy the company of others, are assertive, and often seek social stimulation. Introverts, on the other hand, tend to be more reserved and prefer quieter, less stimulating environments. Agreeableness (A): This trait reflects how cooperative, compassionate, and empathetic an individual is. Agreeable people are typically warm, considerate, and eager to help others, while those low in agreeableness may be more competitive and less concerned with others' needs. Neuroticism (N): Neuroticism measures emotional stability and how prone an individual is to experiencing negative emotions such as anxiety, moodiness, and irritability. High neuroticism is associated with emotional instability, whereas low neuroticism suggests emotional resilience and calmness. These five dimensions provide a comprehensive framework for understanding and describing personality. Each person possesses a unique combination of these traits, and they are considered relatively stable over time. The Big Five Personality Traits have been widely used in psychological research and are applied in various fields, including personality psychology, organizational psychology, and career counseling.

What are some other personality indicators?

In addition to the Myers-Briggs Type Indicator (MBTI) and the Big Five Personality Traits, there are several other personality indicators and assessments that have been developed for various purposes. Here are a few notable ones: DISC Assessment: The DISC model categorizes individuals into four primary personality types: Dominance, Influence, Steadiness, and Conscientiousness. It is often used in workplace settings to enhance communication and teamwork. Enneagram: The Enneagram is a personality system that identifies nine core personality types, each with its own set of characteristics, motivations, and fears. It also explores how individuals move along interconnected paths called wings and lines of integration and disintegration. StrengthsFinder (CliftonStrengths): This assessment identifies an individual's top strengths out of a list of 34 themes. It aims to help individuals focus on and develop their natural talents for personal and professional growth. 16PF (Sixteen Personality Factor Questionnaire): Developed by Raymond Cattell, the 16PF assesses personality based on 16 primary factors, including warmth, reasoning, emotional stability, dominance, and more. Holland Code (RIASEC): The Holland Code assesses vocational interests based on six personality types: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. It is often used in career counseling to help individuals identify suitable career paths. Keirsey Temperament Sorter: Based on the MBTI, the Keirsey Temperament Sorter categorizes individuals into four temperaments: Artisan, Guardian, Idealist, and Rational. It provides insights into behavior, relationships, and communication styles. Personality Assessment Inventory (PAI): The PAI is a comprehensive personality assessment that covers a wide range of clinical and non-clinical factors, including mood, anxiety, and thought disorders. Minnesota Multiphasic Personality Inventory (MMPI): Originally designed for clinical assessment, the MMPI is widely used to assess psychopathology and personality disorders. It consists of several scales measuring different aspects of personality and mental health. It's essential to note that the effectiveness and reliability of personality assessments can vary. When using these tools, it's crucial to consider the purpose, context, and the qualifications of the individuals interpreting the results. Additionally, self-awareness and personal reflection are valuable regardless of the specific personality model used.
Tags: Management,Personality Types,Psychology,Behavioral Science,

Friday, May 6, 2022

Hammer, Chisel and Grinder (Journal 2022-May-06)

Index of Journals

"9 years later and the sounds of chisel and hammer, and grinder affect me."

I had lied down around 12 AM but still I have not been able to catch sleep at 01:50 AM.
Tejbhan Vidhayak mason completed his work today.
I don't seem to have any headache but just some kind of little irritation and anxiety in head.
One of the reasons that I am not able to sleep is because I might have slept for roughly 5 hours in the afternoon.
In the evening, I was winding up the paperwork for electrician (Dinesh Saini), painter (Md. Nizamuddin), mason (Tejbhan Vidhayak) and plumbing work (Vijay Mittal and Md. Aslam).
Something funny happened today:
I mistakenly did not join the "HR Disciplinary Discussion" for complaints against me of unavailability around 4:30 and she had to reschedule it at 6 PM.
Before going to bed, I was working on finding my psychiatrist prescriptions to send them to HR so that she is aware of everything she should know.
That was how I spent my day.

Took medication for sleep, anxiety and depression.
Now am going sleep with Moti next to me in my bed.

Thank you for reading.
Tags: Technology,Psychology,Journal,Behavioral Science,

Thursday, April 21, 2022

Chapter 2 - Revolutions in understanding mind and brain


From the book: The Body Keeps the score (vessel van red Kolk, 2022)

The greater the doubt, the greater the awakening; the smaller the doubt, the smaller the awakening. No doubt, no awakening.
—C.-C. Chang, The Practice of Zen

You live through that little piece of time that is yours, but that piece of time is not only your own life, it is the summing-up of all the other lives that are simultaneous with yours. . . . What you are is an expression of History.
—Robert Penn Warren, World Enough and Time

In the late 1960s, during a year off between my first and second years of medical school, I became an accidental witness to a profound transition in the medical approach to mental suffering. I had landed a plum job as an attendant on a research ward at the Massachusetts Mental Health Center, where I was in charge of organizing recreational activities for the patients.
MMHC had long been considered one of the finest psychiatric hospitals in the country, a jewel in the crown of the Harvard Medical School teaching empire. The goal of the research on my ward was to determine whether psychotherapy or medication was the best way to treat young people who had suffered a first mental breakdown diagnosed as schizophrenia.
The talking cure, an offshoot of Freudian psychoanalysis, was still the primary treatment for mental illness at MMHC. However, in the early 1950s a group of French scientists had discovered a new compound, chlorpromazine (sold under the brand name Thorazine), that could “tranquilize” patients and make them less agitated and delusional. That inspired hope that drugs could be developed to treat serious mental problems such as depression, panic, anxiety, and mania, as well as to manage some of the most disturbing symptoms of schizophrenia.
As an attendant I had nothing to do with the research aspect of the ward and was never told what treatment any of the patients was receiving. They were all close to my age—college students from Harvard, MIT, and Boston University. Some had tried to kill themselves; others cut themselves with knives or razor blades; several had attacked their roommates or had otherwise terrified their parents or friends with their unpredictable, irrational behavior. My job was to keep them involved in normal activities for college students, such as eating at the local pizza parlor, camping in a nearby state forest, attending Red Sox games, and sailing on the Charles River.
Totally new to the field, I sat in rapt attention during ward meetings, trying to decipher the patients’ complicated speech and logic. I also had to learn to deal with their irrational outbursts and terrified withdrawal. One morning I found a patient standing like a statue in her bedroom with one arm raised in a defensive gesture, her face frozen in fear. She remained there, immobile, for at least twelve hours. The doctors gave me the name for her condition, catatonia, but even the textbooks I consulted didn’t tell me what could be done about it. We just let it run its course.

TRAUMA BEFORE DAWN

I spent many nights and weekends on the unit, which exposed me to things the doctors never saw during their brief visits. When patients could not sleep, they often wandered in their tightly wrapped bathrobes into the darkened nursing station to talk. The quiet of the night seemed to help them open up, and they told me stories about having been hit, assaulted, or molested, often by their own parents, sometimes by relatives, classmates, or neighbors. They shared memories of lying in bed at night, helpless and terrified, hearing their mother being beaten by their father or a boyfriend, hearing their parents yell horrible threats at each other, hearing the sounds of furniture breaking. Others told me about fathers who came home drunk —hearing their footsteps on the landing and how they waited for them to come in, pull them out of bed, and punish them for some imagined offense. Several of the women recalled lying awake, motionless, waiting for the inevitable—a brother or father coming in to molest them. During morning rounds the young doctors presented their cases to their supervisors, a ritual that the ward attendants were allowed to observe in silence. They rarely mentioned stories like the ones I’d heard. However, many later studies have confirmed the relevance of those midnight confessions: We now know that more than half the people who seek psychiatric care have been assaulted, abandoned, neglected, or even raped as children, or have witnessed violence in their families.1 But such experiences seemed to be off the table during rounds. I was often surprised by the dispassionate way patients’ symptoms were discussed and by how much time was spent on trying to manage their suicidal thoughts and selfdestructive behaviors, rather than on understanding the possible causes of their despair and helplessness. I was also struck by how little attention was paid to their accomplishments and aspirations; whom they cared for, loved, or hated; what motivated and engaged them, what kept them stuck, and what made them feel at peace—the ecology of their lives. A few years later, as a young doctor, I was confronted with an especially stark example of the medical model in action. I was then moonlighting at a Catholic hospital, doing physical examinations on women who’d been admitted to receive electroshock treatment for depression. Being my curious immigrant self, I’d look up from their charts to ask them about their lives. Many of them spilled out stories about painful marriages, difficult children, and guilt over abortions. As they spoke, they visibly brightened and often thanked me effusively for listening to them. Some of them wondered if they really still needed electroshock after having gotten so much off their chests. I always felt sad at the end of these meetings, knowing that the treatments that would be administered the following morning would erase all memory of our conversation. I did not last long in that job. On my days off from the ward at MMHC, I often went to the Countway Library of Medicine to learn more about the patients I was supposed to help. One Saturday afternoon I came across a treatise that is still revered today: Eugen Bleuler’s 1911 textbook Dementia Praecox. Bleuler’s observations were fascinating: Among schizophrenic body hallucinations, the sexual ones are by far the most frequent and the most important. All the raptures and joys of normal and abnormal sexual satisfaction are experienced by these patients, but even more frequently every obscene and disgusting practice which the most extravagant fantasy can conjure up. Male patients have their semen drawn off; painful erections are stimulated. The women patients are raped and injured in the most devilish ways. . . . In spite of the symbolic meaning of many such hallucinations, the majority of them correspond to real sensations.2 This made me wonder: Our patients had hallucinations—the doctors routinely asked about them and noted them as signs of how disturbed the patients were. But if the stories I’d heard in the wee hours were true, could it be that these “hallucinations” were in fact the fragmented memories of real experiences? Were hallucinations just the concoctions of sick brains? Could people make up physical sensations they had never experienced? Was there a clear line between creativity and pathological imagination? Between memory and imagination? These questions remain unanswered to this day, but research has shown that people who’ve been abused as children often feel sensations (such as abdominal pain) that have no obvious physical cause; they hear voices warning of danger or accusing them of heinous crimes. There was no question that many patients on the ward engaged in violent, bizarre, and self-destructive behaviors, particularly when they felt frustrated, thwarted, or misunderstood. They threw temper tantrums, hurled plates, smashed windows, and cut themselves with shards of glass. At that time I had no idea why someone might react to a simple request (“Let me clean that goop out of your hair”) with rage or terror. I usually followed the lead of the experienced nurses, who signaled when to back off or, if that did not work, to restrain a patient. I was surprised and alarmed by the satisfaction I sometimes felt after I’d wrestled a patient to the floor so a nurse could give an injection, and I gradually realized how much of our professional training was geared to helping us stay in control in the face of terrifying and confusing realities. Sylvia was a gorgeous nineteen-year-old Boston University student who usually sat alone in the corner of the ward, looking frightened to death and virtually mute, but whose reputation as the girlfriend of an important Boston mafioso gave her an aura of mystery. After she refused to eat for more than a week and rapidly started to lose weight, the doctors decided to force-feed her. It took three of us to hold her down, another to push the rubber feeding tube down her throat, and a nurse to pour the liquid nutrients into her stomach. Later, during a midnight confession, Sylvia spoke timidly and hesitantly about her childhood sexual abuse by her brother and uncle. I realized then our display of “caring” must have felt to her much like a gang rape. This experience, and others like it, helped me formulate this rule for my students: If you do something to a patient that you would not do to your friends or children, consider whether you are unwittingly replicating a trauma from the patient’s past. In my role as recreation leader I noticed other things: As a group the patients were strikingly clumsy and physically uncoordinated. When we went camping, most of them stood helplessly by as I pitched the tents. We almost capsized once in a squall on the Charles River because they huddled rigidly in the lee, unable to grasp that they needed to shift position to balance the boat. In volleyball games the staff members invariably were much better coordinated than the patients. Another characteristic they shared was that even their most relaxed conversations seemed stilted, lacking the natural flow of gestures and facial expressions that are typical among friends. The relevance of these observations became clear only after I’d met the body-based therapists Peter Levine and Pat Ogden; in the later chapters I’ll have a lot to say about how trauma is held in people’s bodies.

MAKING SENSE OF SUFFERING

After my year on the research ward I resumed medical school and then, as a newly minted MD, returned to MMHC to be trained as a psychiatrist, a program to which I was thrilled to be accepted. Many famous psychiatrists had trained there, including Eric Kandel, who later won the Nobel Prize in Physiology and Medicine. Allan Hobson discovered the brain cells responsible for the generation of dreams in a lab in the hospital basement while I trained there, and the first studies on the chemical underpinnings of depression were also conducted at MMHC. But for many of us residents, the greatest draw was the patients. We spent six hours each day with them and then met as a group with senior psychiatrists to share our observations, pose our questions, and compete to make the wittiest remarks. Our great teacher, Elvin Semrad, actively discouraged us from reading psychiatry textbooks during our first year. (This intellectual starvation diet may account for the fact that most of us later became voracious readers and prolific writers.) Semrad did not want our perceptions of reality to become obscured by the pseudocertainties of psychiatric diagnoses. I remember asking him once: “What would you call this patient—schizophrenic or schizoaffective?” He paused and stroked his chin, apparently in deep thought. “I think I’d call him Michael McIntyre,” he replied. Semrad taught us that most human suffering is related to love and loss and that the job of therapists is to help people “acknowledge, experience, and bear” the reality of life—with all its pleasures and heartbreak. “The greatest sources of our suffering are the lies we tell ourselves,” he’d say, urging us to be honest with ourselves about every facet of our experience. He often said that people can never get better without knowing what they know and feeling what they feel. I remember being surprised to hear this distinguished old Harvard professor confess how comforted he was to feel his wife’s bum against him as he fell asleep at night. By disclosing such simple human needs in himself he helped us recognize how basic they were to our lives. Failure to attend to them results in a stunted existence, no matter how lofty our thoughts and worldly accomplishments. Healing, he told us, depends on experiential knowledge: You can be fully in charge of your life only if you can acknowledge the reality of your body, in all its visceral dimensions. Our profession, however, was moving in a different direction. In 1968 the American Journal of Psychiatry had published the results of the study from the ward where I’d been an attendant. They showed unequivocally that schizophrenic patients who received drugs alone had a better outcome than those who talked three times a week with the best therapists in Boston.3 This study was one of many milestones on a road that gradually changed how medicine and psychiatry approached psychological problems: from infinitely variable expressions of intolerable feelings and relationships to a brain-disease model of discrete “disorders.” The way medicine approaches human suffering has always been determined by the technology available at any given time. Before the Enlightenment aberrations in behavior were ascribed to God, sin, magic, witches, and evil spirits. It was only in the nineteenth century that scientists in France and Germany began to investigate behavior as an adaptation to the complexities of the world. Now a new paradigm was emerging: Anger, lust, pride, greed, avarice, and sloth—as well as all the other problems we humans have always struggled to manage—were recast as “disorders” that could be fixed by the administration of appropriate chemicals.4 Many psychiatrists were relieved and delighted to become “real scientists,” just like their med school classmates who had laboratories, animal experiments, expensive equipment, and complicated diagnostic tests, and set aside the wooly-headed theories of philosophers like Freud and Jung. A major textbook of psychiatry went so far as to state: “The cause of mental illness is now considered an aberration of the brain, a chemical imbalance.”5 Like my colleagues, I eagerly embraced the pharmacological revolution. In 1973 I became the first chief resident in psychopharmacology at MMHC. I may also have been the first psychiatrist in Boston to administer lithium to a manic-depressive patient. (I’d read about John Cade’s work with lithium in Australia, and I received permission from a hospital committee to try it.) On lithium a woman who had been manic every May for the past thirty-five years, and suicidally depressed every November, stopped cycling and remained stable for the three years she was under my care. I was also part of the first U.S. research team to test the antipsychotic Clozaril on chronic patients who were warehoused in the back wards of the old insane asylums.6 Some of their responses were miraculous: People who had spent much of their lives locked in their own separate, terrifying realities were now able to return to their families and communities; patients mired in darkness and despair started to respond to the beauty of human contact and the pleasures of work and play. These amazing results made us optimistic that we could finally conquer human misery. Antipsychotic drugs were a major factor in reducing the number of people living in mental hospitals in the United States, from over 500,000 in 1955 to fewer than 100,000 in 1996.7 For people today who did not know the world before the advent of these treatments, the change is almost unimaginable. As a first-year medical student I visited Kankakee State Hospital in Illinois and saw a burly ward attendant hose down dozens of filthy, naked, incoherent patients in an unfurnished dayroom supplied with gutters for the runoff water. This memory now seems more like a nightmare than like something I witnessed with my own eyes. My first job after finishing my residency in 1974 was as the second-to-last director of a oncevenerable institution, the Boston State Hospital, which had formerly housed thousands of patients and been spread over hundreds of acres with dozens of buildings, including greenhouses, gardens, and workshops—most of them by then in ruins. During my time there patients were gradually dispersed into “the community,” the blanket term for the anonymous shelters and nursing homes where most of them ended up. (Ironically, the hospital was started as an “asylum,” a word meaning “sanctuary” that gradually took on a sinister connotation. It actually did offer a sheltered community where everybody knew the patients’ names and idiosyncrasies.) In 1979, shortly after I went to work at the VA, the Boston State Hospital’s gates were permanently locked, and it became a ghost town. During my time at Boston State I continued to work in the MMHC psychopharmacology lab, which was now focusing on another direction for research. In the 1960s scientists at the National Institutes of Health had begun to develop techniques for isolating and measuring hormones and neurotransmitters in blood and the brain. Neurotransmitters are chemical messengers that carry information from neuron to neuron, enabling us to engage effectively with the world. Now that scientists were finding evidence that abnormal levels of norepinephrine were associated with depression, and of dopamine with schizophrenia, there was hope that we could develop drugs that target specific brain abnormalities. That hope was never fully realized, but our efforts to measure how drugs could affect mental symptoms led to another profound change in the profession. Researchers’ need for a precise and systematic way to communicate their findings resulted in the development of the so-called Research Diagnostic Criteria, to which I contributed as a lowly research assistant. These eventually became the basis for the first systematic system to diagnose psychiatric problems, the American Psychiatric Association’s Diagnostic and Statistical Manual of Mental Disorders (DSM), which is commonly referred to as the “bible of psychiatry.” The foreword to the landmark 1980 DSM-III was appropriately modest and acknowledged that this diagnostic system was imprecise—so imprecise that it never should be used for forensic or insurance purposes.8 As we will see, that modesty was tragically short-lived.

INESCAPABLE SHOCK

Preoccupied with so many lingering questions about traumatic stress, I became intrigued with the idea that the nascent field of neuroscience could provide some answers and started to attend the meetings of the American College of Neuropsychopharmacology (ACNP). In 1984 the ACNP offered many fascinating lectures about drug development, but it was not until a few hours before my scheduled flight back to Boston that I heard a presentation by Steven Maier of the University of Colorado, who had collaborated with Martin Seligman of the University of Pennsylvania. His topic was learned helplessness in animals. Maier and Seligman had repeatedly administered painful electric shocks to dogs who were trapped in locked cages. They called this condition “inescapable shock.”9 Being a dog lover, I realized that I could never have done such research myself, but I was curious about how this cruelty would affect the animals. After administering several courses of electric shock, the researchers opened the doors of the cages and then shocked the dogs again. A group of control dogs who had never been shocked before immediately ran away, but the dogs who had earlier been subjected to inescapable shock made no attempt to flee, even when the door was wide open—they just lay there, whimpering and defecating. The mere opportunity to escape does not necessarily make traumatized animals, or people, take the road to freedom. Like Maier and Seligman’s dogs, many traumatized people simply give up. Rather than risk experimenting with new options they stay stuck in the fear they know. I was riveted by Maier’s account. What they had done to these poor dogs was exactly what had happened to my traumatized human patients. They, too, had been exposed to somebody (or something) who had inflicted terrible harm on them—harm they had no way of escaping. I made a rapid mental review of the patients I had treated. Almost all had in some way been trapped or immobilized, unable to take action to stave off the inevitable. Their fight/flight response had been thwarted, and the result was either extreme agitation or collapse. Maier and Seligman also found that traumatized dogs secreted much larger amounts of stress hormones than was normal. This supported what we were beginning to learn about the biological underpinnings of traumatic stress. A group of young researchers, among them Steve Southwick and John Krystal at Yale, Arieh Shalev at Hadassah Medical School in Jerusalem, Frank Putnam at the National Institute of Mental Health (NIMH), and Roger Pitman, later at Harvard, were all finding that traumatized people keep secreting large amounts of stress hormones long after the actual danger has passed, and Rachel Yehuda at Mount Sinai in New York confronted us with her seemingly paradoxical findings that the levels of the stress hormone cortisol are low in PTSD. Her discoveries only started to make sense when her research clarified that cortisol puts an end to the stress response by sending an all-safe signal, and that, in PTSD, the body’s stress hormones do, in fact, not return to baseline after the threat has passed. Ideally our stress hormone system should provide a lightning-fast response to threat, but then quickly return us to equilibrium. In PTSD patients, however, the stress hormone system fails at this balancing act. Fight/flight/freeze signals continue after the danger is over, and, as in the case of the dogs, do not return to normal. Instead, the continued secretion of stress hormones is expressed as agitation and panic and, in the long term, wreaks havoc with their health. I missed my plane that day because I had to talk with Steve Maier. His workshop offered clues not only about the underlying problems of my patients but also potential keys to their resolution. For example, he and Seligman had found that the only way to teach the traumatized dogs to get off the electric grids when the doors were open was to repeatedly drag them out of their cages so they could physically experience how they could get away. I wondered if we also could help my patients with their fundamental orientation that there was nothing they could do to defend themselves? Did my patients also need to have physical experiences to restore a visceral sense of control? What if they could be taught to physically move to escape a potentially threatening situation that was similar to the trauma in which they had been trapped and immobilized? As I will discuss in the treatment part 5 of this book, that was one of the conclusions I eventually reached. Further animal studies involving mice, rats, cats, monkeys, and elephants brought more intriguing data.10 For example, when researchers played a loud, intrusive sound, mice that had been raised in a warm nest with plenty of food scurried home immediately. But another group, raised in a noisy nest with scarce food supplies, also ran for home, even after spending time in more pleasant surroundings.11 Scared animals return home, regardless of whether home is safe or frightening. I thought about my patients with abusive families who kept going back to be hurt again. Are traumatized people condemned to seek refuge in what is familiar? If so, why, and is it possible to help them become attached to places and activities that are safe and pleasurable?

ADDICTED TO TRAUMA: THE PAIN OF PLEASURE AND THE PLEASURE OF PAIN

One of the things that struck my colleague Mark Greenberg and me when we ran therapy groups for Vietnam combat veterans was how, despite their feelings of horror and grief, many of them seemed to come to life when they talked about their helicopter crashes and their dying comrades. (Former New York Times correspondent Chris Hedges, who covered a number of brutal conflicts, entitled his book War Is a Force That Gives Us Meaning.) Many traumatized people seem to seek out experiences that would repel most of us, and patients often complain about a vague sense of emptiness and boredom when they are not angry, under duress, or involved in some dangerous activity. My patient Julia was brutally raped at gunpoint in a hotel room at age sixteen. Shortly thereafter she got involved with a violent pimp who prostituted her. He regularly beat her up. She was repeatedly jailed for prostitution, but she always went back to her pimp. Finally her grandparents intervened and paid for an intense rehab program. After she successfully completed inpatient treatment, she started working as a receptionist and taking courses at a local college. In her sociology class she wrote a term paper about the liberating possibilities of prostitution, for which she read the memoirs of several famous prostitutes. She gradually dropped all her other courses. A brief relationship with a classmate quickly went sour—he bored her to tears, she said, and she was repelled by his boxer shorts. She then picked up an addict on the subway who first beat her up and then started to stalk her. She finally became motivated to return to treatment when she was once again severely beaten. Freud had a term for such traumatic reenactments: “the compulsion to repeat.” He and many of his followers believed that reenactments were an unconscious attempt to get control over a painful situation and that they eventually could lead to mastery and resolution. There is no evidence for that theory—repetition leads only to further pain and self-hatred. In fact, even reliving the trauma repeatedly in therapy may reinforce preoccupation and fixation. Mark Greenberg and I decided to learn more about attractors—the things that draw us, motivate us, and make us feel alive. Normally attractors are meant to make us feel better. So, why are so many people attracted to dangerous or painful situations? We eventually found a study that explained how activities that cause fear or pain can later become thrilling experiences.15 In the 1970s Richard Solomon of the University of Pennsylvania had shown that the body learns to adjust to all sorts of stimuli. We may get hooked on recreational drugs because they right away make us feel so good, but activities like sauna bathing, marathon running, or parachute jumping, which initially cause discomfort and even terror, can ultimately become very enjoyable. This gradual adjustment signals that a new chemical balance has been established within the body, so that marathon runners, say, get a sense of well-being and exhilaration from pushing their bodies to the limit. At this point, just as with drug addiction, we start to crave the activity and experience withdrawal when it’s not available. In the long run people become more preoccupied with the pain of withdrawal than the activity itself. This theory could explain why some people hire someone to beat them, or burn themselves with cigarettes. or why they are only attracted to people who hurt them. Fear and aversion, in some perverse way, can be transformed into pleasure. Solomon hypothesized that endorphins—the morphinelike chemicals that the brain secretes in response to stress—play a role in the paradoxical addictions he described. I thought of his theory again when my library habit led me to a paper titled “Pain in Men Wounded in Battle,” published in 1946. Having observed that 75 percent of severely wounded soldiers on the Italian front did not request morphine, a surgeon by the name of Henry K. Beecher speculated that “strong emotions can block pain.”16 Were Beecher’s observations relevant to people with PTSD? Mark Greenberg, Roger Pitman, Scott Orr, and I decided to ask eight Vietnam combat veterans if they would be willing to take a standard pain test while they watched scenes from a number of movies. The first clip we showed was from Oliver Stone’s graphically violent Platoon (1986), and while it ran we measured how long the veterans could keep their right hands in a bucket of ice water. We then repeated this process with a peaceful (and long-forgotten) movie clip. Seven of the eight veterans kept their hands in the painfully cold water 30 percent longer during Platoon. We then calculated that the amount of analgesia produced by watching fifteen minutes of a combat movie was equivalent to that produced by being injected with eight milligrams of morphine, about the same dose a person would receive in an emergency room for crushing chest pain. We concluded that Beecher’s speculation that “strong emotions can block pain” was the result of the release of morphinelike substances manufactured in the brain. This suggested that for many traumatized people, reexposure to stress might provide a similar relief from anxiety.17 It was an interesting experiment, but it did not fully explain why Julia kept going back to her violent pimp.

SOOTHING THE BRAIN

The 1985 ACNP meeting was, if possible, even more thought provoking than the previous year’s session. Kings College professor Jeffrey Gray gave a talk about the amygdala, a cluster of brain cells that determines whether a sound, image, or body sensation is perceived as a threat. Gray’s data showed that the sensitivity of the amygdala depended, at least in part, on the amount of the neurotransmitter serotonin in that part of the brain. Animals with low serotonin levels were hyperreactive to stressful stimuli (like loud sounds), while higher levels of serotonin dampened their fear system, making them less likely to become aggressive or frozen in response to potential threats. That struck me as an important finding: My patients were always blowing up in response to small provocations and felt devastated by the slightest rejection. I became fascinated by the possible role of serotonin in PTSD. Other researchers had shown that dominant male monkeys had much higher levels of brain serotonin than lower-ranking animals but that their serotonin levels dropped when they were prevented from maintaining eye contact with the monkeys they had once lorded over. In contrast, lowranking monkeys who were given serotonin supplements emerged from the pack to assume leadership.19 The social environment interacts with brain chemistry. Manipulating a monkey into a lower position in the dominance hierarchy made his serotonin drop, while chemically enhancing serotonin elevated the rank of former subordinates. The implications for traumatized people were obvious. Like Gray’s low-serotonin animals, they were hyperreactive, and their ability to cope socially was often compromised. If we could find ways to increase brain serotonin levels, perhaps we could address both problems simultaneously. At that same 1985 meeting I learned that drug companies were developing two new products to do precisely that, but since neither was yet available, I experimented briefly with the health-food-store supplement L-tryptophan, which is a chemical precursor of serotonin in the body. (The results were disappointing.) One of the drugs under investigation never made it to the market. The other was fluoxetine, which, under the brand name Prozac, became one of the most successful psychoactive drugs ever created. On Monday, February 8, 1988, Prozac was released by the drug company Eli Lilly. The first patient I saw that day was a young woman with a horrendous history of childhood abuse who was now struggling with bulimia—she basically spent much of her life bingeing and purging. I gave her a prescription for this brand-new drug, and when she returned on Thursday she said, “I’ve had a very different last few days: I ate when I was hungry, and the rest of the time I did my schoolwork.” This was one of the most dramatic statements I had ever heard in my office. On Friday I saw another patient to whom I’d given Prozac the previous Monday. She was a chronically depressed mother of two school-aged children, preoccupied with her failures as a mother and wife and overwhelmed by demands from the parents who had badly mistreated her as a child. After four days on Prozac she asked me if she could skip her appointment the following Monday, which was Presidents’ Day. “After all,” she explained, “I’ve never taken my kids skiing—my husband always does —and they are off that day. It would really be nice for them to have some good memories of us having fun together.” This was a patient who had always struggled merely to get through the day. After her appointment I called someone I knew at Eli Lilly and said, “You have a drug that helps people to be in the present, instead of being locked in the past.” Lilly later gave me a small grant to study the effects of Prozac on PTSD in sixty-four people—twenty-two women and forty-two men—the first study of the effects of this new class of drugs on PTSD. Our Trauma Clinic team enrolled thirty-three nonveterans and my collaborators, former colleagues at the VA, enrolled thirty-one combat veterans. For eight weeks half of each group received Prozac and the other half a placebo. The study was blinded: Neither we nor the patients knew which substance they were taking, so that our preconceptions could not skew our assessments. Everyone in the study—even those who had received the placebo— improved, at least to some degree. Most treatment studies of PTSD find a significant placebo effect. People who screw up their courage to participate in a study for which they aren’t paid, in which they’re repeatedly poked with needles, and in which they have only a fifty-fifty chance of getting an active drug are intrinsically motivated to solve their problem. Maybe their reward is only the attention paid to them, the opportunity to respond to questions about how they feel and think. But maybe the mother’s kisses that soothe her child’s scrapes are “just” a placebo as well. Prozac worked significantly better than the placebo for the patients from the Trauma Clinic. They slept more soundly; they had more control over their emotions and were less preoccupied with the past than those who received a sugar pill.20 Surprisingly, however, the Prozac had no effect at all on the combat veterans at the VA—their PTSD symptoms were unchanged. These results have held true for most subsequent pharmacological studies on veterans: While a few have shown modest improvements, most have not benefited at all. I have never been able to explain this, and I cannot accept the most common explanation: that receiving a pension or disability benefits prevents people from getting better. After all, the amygdala knows nothing of pensions—it just detects threats. Nonetheless, medications such as Prozac and related drugs like Zoloft, Celexa, Cymbalta, and Paxil, have made a substantial contribution to the treatment of trauma-related disorders. In our Prozac study we used the Rorschach test to measure how traumatized people perceive their surroundings. These data gave us an important clue to how this class of drugs (formally known as selective serotonin reuptake inhibitors, or SSRIs) might work. Before taking Prozac these patients’ emotions controlled their reactions. I think of a Dutch patient, for example (not in the Prozac study) who came to see me for treatment for a childhood rape and who was convinced that I would rape her as soon as she heard my Dutch accent. Prozac made a radical difference: It gave PTSD patients a sense of perspective21 and helped them to gain considerable control over their impulses. Jeffrey Gray must have been right: When their serotonin levels rose, many of my patients became less reactive.

THE TRIUMPH OF PHARMACOLOGY

It did not take long for pharmacology to revolutionize psychiatry. Drugs gave doctors a greater sense of efficacy and provided a tool beyond talk therapy. Drugs also produced income and profits. Grants from the pharmaceutical industry provided us with laboratories filled with energetic graduate students and sophisticated instruments. Psychiatry departments, which had always been located in the basements of hospitals, started to move up, both in terms of location and prestige. One symbol of this change occurred at MMHC, where in the early 1990s the hospital’s swimming pool was paved over to make space for a laboratory, and the indoor basketball court was carved up into cubicles for the new medication clinic. For decades doctors and patients had democratically shared the pleasures of splashing in the pool and passing balls down the court. I’d spent hours in the gym with patients back when I was a ward attendant. It was the one place where we all could restore a sense of physical well-being, an island in the midst of the misery we faced every day. Now it had become a place for patients to “get fixed.” The drug revolution that started out with so much promise may in the end have done as much harm as good. The theory that mental illness is caused primarily by chemical imbalances in the brain that can be corrected by specific drugs has become broadly accepted, by the media and the public as well as by the medical profession.22 In many places drugs have displaced therapy and enabled patients to suppress their problems without addressing the underlying issues. Antidepressants can make all the difference in the world in helping with day-to-day functioning, and if it comes to a choice between taking a sleeping pill and drinking yourself into a stupor every night to get a few hours of sleep, there is no question which is preferable. For people who are exhausted from trying to make it on their own through yoga classes, workout routines, or simply toughing it out, medications often can bring life-saving relief. The SSRIs can be very helpful in making traumatized people less enslaved by their emotions, but they should only be considered adjuncts in their overall treatment. After conducting numerous studies of medications for PTSD, I have come to realize that psychiatric medications have a serious downside, as they may deflect attention from dealing with the underlying issues. The brain-disease model takes control over people’s fate out of their own hands and puts doctors and insurance companies in charge of fixing their problems. Over the past three decades psychiatric medications have become a mainstay in our culture, with dubious consequences. Consider the case of antidepressants. If they were indeed as effective as we have been led to believe, depression should by now have become a minor issue in our society. Instead, even as antidepressant use continues to increase, it has not made a dent in hospital admissions for depression. The number of people treated for depression has tripled over the past two decades, and one in ten Americans now take antidepressants.24 The new generation of antipsychotics, such as Abilify, Risperdal, Zyprexa, and Seroquel, are the top-selling drugs in the United States. In 2012 the public spent $1,526,228,000 on Abilify, more than on any other medication. Number three was Cymbalta, an antidepressant that sold well over a billion dollars’ worth of pills,25 even though it has never been shown to be superior to older antidepressants like Prozac, for which much cheaper generics are available. Medicaid, the government health program for the poor, spends more on antipsychotics than on any other class of drugs.26 In 2008, the most recent year for which complete data are available, it funded $3.6 billion for antipsychotic medications, up from $1.65 billion in 1999. The number of people under the age of twenty receiving Medicaid-funded prescriptions for antipsychotic drugs tripled between 1999 and 2008. On November 4, 2013, Johnson & Johnson agreed to pay more than $2.2 billion in criminal and civil fines to settle accusations that it had improperly promoted the antipsychotic drug Risperdal to older adults, children, and people with developmental disabilities.27 But nobody is holding the doctors who prescribed them accountable. Half a million children in the United States currently take antipsychotic drugs. Children from low-income families are four times as likely as privately insured children to receive antipsychotic medicines. These medications often are used to make abused and neglected children more tractable. In 2008 19,045 children age five and under were prescribed antipsychotics through Medicaid.28 One study, based on Medicaid data in thirteen states, found that 12.4 percent of children in foster care received antipsychotics, compared with 1.4 percent of Medicaid-eligible children in general.29 These medications make children more manageable and less aggressive, but they also interfere with motivation, play, and curiosity, which are indispensable for maturing into a well-functioning and contributing member of society. Children who take them are also at risk of becoming morbidly obese and developing diabetes. Meanwhile, drug overdoses involving a combination of psychiatric and pain medications continue to rise.30 Because drugs have become so profitable, major medical journals rarely publish studies on nondrug treatments of mental health problems.31 Practitioners who explore treatments are typically marginalized as “alternative.” Studies of nondrug treatments are rarely funded unless they involve so-called manualized protocols, where patients and therapists go through narrowly prescribed sequences that allow little fine-tuning to individual patients’ needs. Mainstream medicine is firmly committed to a better life through chemistry, and the fact that we can actually change our own physiology and inner equilibrium by means other than drugs is rarely considered.

ADAPTATION OR DISEASE?

The brain-disease model overlooks four fundamental truths: (1) our capacity to destroy one another is matched by our capacity to heal one another. Restoring relationships and community is central to restoring wellbeing; (2) language gives us the power to change ourselves and others by communicating our experiences, helping us to define what we know, and finding a common sense of meaning; (3) we have the ability to regulate our own physiology, including some of the so-called involuntary functions of the body and brain, through such basic activities as breathing, moving, and touching; and (4) we can change social conditions to create environments in which children and adults can feel safe and where they can thrive. When we ignore these quintessential dimensions of humanity, we deprive people of ways to heal from trauma and restore their autonomy. Being a patient, rather than a participant in one’s healing process, separates suffering people from their community and alienates them from an inner sense of self. Given the limitations of drugs, I started to wonder if we could find more natural ways to help people deal with their post-traumatic responses.
Tags: Psychology,Behavioral Science,Science,Technology