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Forget About Getting Up-Close With Your Unconscious Mind

Source
The Wall Street Journal  

September 6, 2002

SCIENCE JOURNAL
By SHARON BEGLEY



 

RECENT COLUMNS
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FROM THE ARCHIVES: September 6, 2002
 

Forget About Getting Up-Close With Your Unconscious Mind

Next time you go furniture shopping -- for a sofa, say -- take a look at half a dozen models, and analyze rigorously what you like and dislike about each one: the fabric ... the color ... the curve of the back ... the arms and feet. Finally, choose one. Odds are, once you're living with the thing, you won't be nearly as happy with your purchase as if you had simply made a choice based on your intuition.

In last week's column1 about the unconscious, I described how the mental system operating beneath our awareness is able to size up many situations more quickly and accurately than conscious, deliberative thought.

[This person has no clue about the mental system or the so-called "unconscious."]

But if you were hoping to get up-close-and-personal with your unconscious to better understand your values, beliefs, prejudices (or feelings about upholstery), forget it.

Introspection about the unconscious can be worse than useless. It "may even mislead people about how they feel," Timothy D. Wilson, professor of psychology at the University of Virginia, writes in his book "Strangers to Ourselves: Discovering the Adaptive Unconscious," which reaches stores next week.

He ran a variant of the sofa experiment, asking volunteers to look at five posters, analyze what they liked and disliked about each, and then take home their favorite. Two weeks later, those who introspected about their likes and dislikes reported that they weren't too happy with the cute kitty (or whatever) on their wall. In fact, Dr. Wilson found, they were less happy than a control group of subjects who just picked a poster based on their gut feelings.

Living with a poster you can't stand is hardly the end of the world. But introspection stumbles in more-important tests, too, such as when people analyze a romantic relationship.

When Dr. Wilson and a colleague asked college students to write down why a romance was going well or poorly, the volunteers had no trouble coming up with reasons. But that immediately made many more students change their mind about the relationship -- some became happier with it, others less so -- than in a control group of students who didn't analyze their feelings to death. What happened?

We don't have meaningful access to the causes of our feelings. Just as introspection can't reveal how we process sights or access memories or perform many other mental functions, so, too, is it stopped short at the door to the unconscious. Faced with this brick wall, when we try to introspect about our unconscious feelings we wing it: We come up with whatever's on our (conscious) mind.

In analyzing why we love someone, we might hit upon a "reason" because we happened to be thinking about it ("he drives a cool little red sportscar") or because it is socially accepted ("she's devoted to our children"). Once these reasons are dredged up, we assume they accurately reflect our feelings. And that can change those feelings ("I must really like a guy with a Porsche").

Dr. Wilson finds that the reasons people offer for their (unconscious) feelings -- why they love their partner or feel as they do about a product or social issue -- are wonderfully detailed, but often hogwash.

Maybe you tell yourself that you enjoy your job because you like your colleagues or wield power, or that you want to have kids because you love the little things. But "insights" like those, born of introspection, often misrepresent the situation, as you see when you subject them to conscious analysis: "Wait a minute, my colleagues resent me and the boss always vetoes my decisions." "I have zero patience!" If you have a gut feeling about love, work or life, it's probably best not to analyze it to death. The unexamined life has its virtues.

If you're still determined to "know thyself," at least resist navel-gazing as a route to your unconscious. Instead, research shows, you can infer the nature of your unconscious -- its beliefs, personality and motives -- by how you behave.

Do you avoid socializing with people from a different ethnic group? Maybe you're not without prejudice after all. Do you procrastinate on extra projects? Maybe you're not as ambitious as you tell yourself. Do you disparage colleagues to the boss? You may be more devious than you admit. Do you find excuses to work late? Maybe you're not as devoted to your spouse as you profess. And so on.

Scientists disagree about how smart the unconscious is. Can it make only snap judgments, or decisions for the long term, too? From what researchers know now, Dr. Wilson advises, "We should let our adaptive unconscious do the job of forming reliable feelings and then trust those feelings."

 Send comments to sciencejournal@wsj.com2
 

URL for this article:
http://online.wsj.com/article/0,,SB1031254155453671355.djm,00.html

 
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(2) mailto:sciencejournal@wsj.com

Updated September 6, 2002

Copyright 2002 Dow Jones & Company, Inc. All Rights Reserved

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source 
The Wall Street Journal  

August 30, 2002

SCIENCE JOURNAL
By SHARON BEGLEY



 

RECENT COLUMNS
September 27
• Science Fails When Cheaters Think They Won't Be Caught
September 20
• Genes Explain Why Some Kids Grow Up to Be Violent, Abusive
September 13
• Are All Your Memories Of Sept. 11 Really True?
MORE

FROM THE ARCHIVES: August 30, 2002
 

The Unconscious 'You' May Be the Wiser Half

According to Plutarch, the inscription at the Delphic Oracle advised, "Know thyself." To which Timothy D. Wilson, professor of psychology at the University of Virginia, Charlottesville, responds, "Good luck."

Dr. Wilson is one of a growing number of psychologists and neuroscientists whose research is showing the importance of the unconscious -- "mental processes that are inaccessible to consciousness but that influence judgments, feelings or behavior," as he puts it. But this isn't Freud's unconscious, that maelstrom of primitive emotions and repressed memories.

Instead, the unconscious being excavated by scientists processes data, sets goals, judges people, detects danger, formulates stereotypes and infers causes, all outside our conscious awareness.

In fact, there is a growing consensus that the unconscious is a pretty smart cookie, with cognitive capacities that rival and sometimes surpass that of conscious thought. How smart is the unconscious? Two experiments probing the power of intuition sold me.

In one, volunteers watched a computer screen divided into quadrants. Whenever an X popped up, the volunteer was to push a button indicating which quadrant it occupied. Unbeknownst to the volunteers, the appearance of the Xs followed strict and somewhat arcane rules (the X never appeared in the same square twice in a row, for example, and never reappeared in its first location until it had shown up in two others).

The volunteers got faster and faster at pressing the right buttons. That suggests they anticipated the X's appearance correctly, or at least knew where it wasn't going to be. But none could verbalize this -- or even tell the scientists that there were hidden rules. They just seemed to know intuitively what was going on.

In another study, researchers led by the noted neurologist Antonio Damasio of the University of Iowa, Iowa City, had volunteers draw from four decks of cards. Each card was marked with an amount "won" or "lost." Two decks had big wins and losses and, if played consistently, yielded a net loss; the other two had smaller wins and losses and, over time, returned a net gain.

Almost all the volunteers learned to avoid the risky, losing decks, though as in the game of X's, none could articulate why the losing decks gave them a bad feeling. But if the conscious part of their brain was confused their body was not: choosing from the losing decks increased skin conductance, which measures minute levels of sweat and correlates with stress.

Volunteers with damage to the brain areas called the ventromedial prefrontal regions, however, never experienced a rise in skin conductance and never learned to avoid the bad decks. Our "gut feelings" reside behind our forehead, not in our digestive system.

An association between two events -- such as the appearance of a new X and the location of the previous ones, or a deck of cards and gambling losses -- is called a covariation. Covariation is extraordinarily tough to spot (whole forests have been felled for textbooks explaining how to prove covariation statistically). Yet somehow the adaptive unconscious does it intuitively, and better than conscious mental processes.

This sophisticated system operates under the radar of consciousness not because it has something to hide, as Freud argued, but for the sake of efficiency. We need to process so much information to survive that some of it has to occur unconsciously, much as a computer runs on machine language that no one wants to see on the monitor. Even while our mind is otherwise engaged, we can profit from unconscious calculations.

The adaptive unconscious also sizes up people's motives, character and intent -- judgments crucial to reach quickly. It even seems to have its own personality. Although conscious personality influences deliberative responses, the adaptive unconscious guides responses made unthinkingly.

Do you regularly snap at underlings who mess up in meetings? Blame your unconscious personality. After rumination, do you invite them into your office for a helpful chat? That reflects your conscious personality. Do you hold doors for old ladies but swear at drivers who cut you off? Your conscious personality is kind, but your unconscious might have an angrier, aggressive bent.

Contrary to revealing our deepest feelings, motives and beliefs, looking inward can be counterproductive -- as I'll describe next week. For now, as you head off for the unofficial last weekend of summer, don't agonize over whether to hit the beach or the mountains: Follow your gut. Er, your unconscious.

Write me at sciencejournal@wsj.com1.

URL for this article:
http://online.wsj.com/article/0,,SB1030644674233767915.djm,00.html

 
Hyperlinks in this Article:
(1) mailto:sciencejournal@wsj.com

Updated August 30, 2002





 

Copyright 2002 Dow Jones & Company, Inc. All Rights Reserved

Printing, distribution, and use of this material is governed by your Subscription agreement and Copyright laws.

For information about subscribing go to http://www.wsj.com
 

 


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