Ultra-processed information

It’s super quick to absorb. 

Cheaply available. 

It bares little resemblance to its source. 

Its ingredients can come from anywhere. 

The growers are anonymous. 

Put together using processes you don’t understand.

It is optimised for what you crave rather than what you need.

And like other ultra-processed things:

It doesn’t quench your hunger.

It’s addictive. 

Easy to binge on.

But can be strangely unsatisfying. 

But we don’t just think with our heads — we think with our whole bodies. 

We process information by moving through the world, interacting with the environment, relating to other people, remembering through different neural centres in the body. Thinking has physical and emotional dimensions alongside the cognitive that are part of how we have evolved to make sense of the world.

When we are more active seekers of information rather than passive consumers:

  • We have to seek out what we need, creating relationships with sources, with people, with places. 
  • The process takes time, which gives us time to think.
  • We give the opportunity for our full range of bodily thinking circuits to participate. 
  • The inputs require chewing on, and this gives us time to discern what need.

The process is slower but the outcome is more nourishing.

Field notes: operating the Decision Engine

I’ve written lots of posts this week on decision-making, and that’s because I have run three rounds of The Decision Engine workshop — part three in our Critical Thinking programme

The Decision Engine imagines decision-making as a production line that we build and operate. A decision travels through this system — starting with how the question is framed, moving through decision criteria, weighing subjective and objective factors, and arriving (eventually) at a decision.

It’s a model I first helped develop at Think Up during our 2015 collaboration with Arup on the Conceptual Design Mastery programme. Since then, I’ve developed it to account for everything from emotional data and gut feel to AI and emergent behaviour.

But the point is not to turn decision-making into a laborious stepwise process, but rather to build critical insight into our personal and group decision-making. 

Interesting questions that have fallen out of this week’s workshops include:

Should you start with developing ideas or agreeing your decision-making criteria?

Are we deciding — or are we building the mechanism by which other people decide?

What’s the role of subjectivity, and how do we get better at working with it?

When is a good time to decide?

And how do we continuously learn from our decisions.

Plenty to chew on, including whether we could run a day-long, stand-alone course on decision-making in future. Watch this space.